KMME 2014 Douglas Weidner
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KMME 2014 Douglas Weidner

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Douglas Weidner's presentation at KM Middle East 2014, Dubai, UAE, 12 March 2014

Douglas Weidner's presentation at KM Middle East 2014, Dubai, UAE, 12 March 2014

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    KMME 2014 Douglas Weidner KMME 2014 Douglas Weidner Document Transcript

    • www.km-­‐me.com                                                                                info@km-­‐me.com  1   1   ““Personal  Knowledge  Mgmt””   The  Secret  for  KM  Success   3   Rebuild Leprosarium, destroyed by Viet Cong. Hospital Wing with Lt Hue Danang Orphanage Memorable Experience: K Nuggets Story could be about you. Promoting KM
    • www.km-­‐me.com                                                                                info@km-­‐me.com  2   At first, unclear. ““Personal  Knowledge  Mgmt””   The  Secret  for  KM  Success   Situation: Transformation already underway. Complication: Will cause much workplace disruption. Resolution: Personal KM (overlooked component of KM) Outline Before  -­‐  Knowledge  about     Projects   During  -­‐  Knowledge  in                    Projects   A�er  -­‐  Knowledge  from     Projects   3. Process Management “$85  Million   Annual  Savings”   Substantial savings from a low-cost investment Knowledge-intensive Activities (Continues…)      Organizations are run based on their Processes      An efficient Organization understands that it is Process oriented      Performance Improvement comes from focusing on those Processes and making them more adaptable, efficient, agile, etc. – “in the Knowledge Age” Early Process KBases: US DoD, 1994 “If you don’t know what you’re doing as a process, you don’t know what you’re doing.” W. Edwards Deming TThhee SSiittuuaattiioonn:: Transformation already underway 9   Drucker – On Transformation* “Every few hundred years in Western history there occurs a sharp transformation.” “…few short decades, society rearranges itself…Fifty years later…a new world. …We are currently living through just such a transformation.” *  Post-­‐Capitalist  Society,     Market Capitalization and Average Age of the Largest Industrial Companies Tech/Non-Trad’’l Ind’’l Firms Apple - $478 (1) - 1976 Google - $328 (3) - 1998 Microsoft - $311 (4) - 1975 Total: $1,117 Founded (average age): 1984 (31 yrs old) Traditional Industrial Firms Exxon-Mobil - $398 (2) - 1882 Johnson&John - $261 (5) - 1886 General Electric - $257 (6) - 1892 Total: $916 (82%) Founded (average age): 1876 (117 yrs old) Organiza�on  for  Economic  Coopera�on  &  Development  *   *  Produc�vity  growth:  42  major  economies  –  Conference  Bd.   1950-­‐60        1960-­‐70        1970-­‐80        1980-­‐90    1990-­‐2000    2000-­‐2003                                                          2020   5%       4%       3%       2%       1%       0%   Percentage  annual  average  growth  
    • www.km-­‐me.com                                                                                info@km-­‐me.com  3   From  Industrial-­‐Age     conveyer  belts     to  …   Post-­‐Industrial  Robo�cs     Post-­‐Industrial  Robo�cs   General  Purpose  Robo�cs   Before  -­‐  Knowledge  about     Projects   During  -­‐  Knowledge  in                    Projects   A�er  -­‐  Knowledge  from     Projects   3. Process Management “$85  Million   Annual  Savings”   Substantial savings from a low-cost investment Knowledge-intensive Activities (Continues…)      Organizations are run based on their Processes      An efficient Organization understands that it is Process oriented      Performance Improvement comes from focusing on those Processes and making them more adaptable, efficient, agile, etc. – “in the Knowledge Age” Early Process KBases: US DoD, 1994 “If you don’t know what you’re doing as a process, you don’t know what you’re doing.” W. Edwards Deming TThhee CCoommpplliiccaattiioonn:: Transformation will cause much workplace disruption. 18   12 DisruptiveTechnologiesThat Are ChangingThe World Clearly 5 Top The Rest Automation of K Work Advanced Robotics – Automation of Industrial Work (McKinsey-2013)
    • www.km-­‐me.com                                                                                info@km-­‐me.com  4   1.     Mobile  Internet                           2.     Automa�on  of  K  Work     3.     Internet  of  Things   4.     Cloud  technology   5.     Advanced  Robo�cs   6.     Autonomous  Vehicles   7.     Next  Gen  Genomics   8.     Energy  Storage   9.     3D  Prin�ng   10.   Advanced  materials   11.   Adv  Oil/Gas  Explora�on/ Recovery   12.   Renewable  Energy   12  Disrup�ve  Technologies  –  Changing  the  World   Technology   Affects        Changes  nature  of  work        Changes  organiz’’l  structures        Drives  econ  growth/produc�vity        Changes  nat’l  compara�ve  advantage        Employment        Changes  nature  of  work        Changes  quality  of  life        Creates  new  products/services        Drives  econ  growth/produc�vity        Changes  nat’l  compara�ve  advantage        Employment   Two  Key  Transforma�on  Drivers   McKinsey's  Global  Ins�tute:  “Disrup�ve  Technologies:     Advances  that  will  Transform  Life,  Business  and  the  Global  Economy,  2013.   Powerful Industrial Age Examples Two  Drivers  of  Post-­‐Industrial,    K  Age  Poten�al     One Warehouse Robot = 1.5 laborers What about General-Purpose Robots?                              Robot  Cost/Hr  ($)   What  do  you  think  is  the  present,  average  cost  per  hour    (USD)   for    a  general,  mul�-­‐purpose  robot,  which  is  able  to  replicate   most  human  (assembly-­‐line)  labor  func�ons?   a)  $25   b)  $20   c)  $15   d)  $10   e)  $5   Hint: US labor costs range from $13 to $27. Powerful Industrial Age Examples Two  Drivers  of  Post-­‐Industrial,    K  Age  Poten�al     Implica�ons?   $22,000 cost = $3.40/ hr. Modern, post-industrial robots are already competitive with cheap labor costs in developing countries. What about service work? Customer Delivery by Drone Dominoes Pizza - UK Amazon Packages – US (trials) What about service work? Construction Disruptive Technology: Robots – Automation of most Industrial Work
    • www.km-­‐me.com                                                                                info@km-­‐me.com  5   Computeriza�on  to  Replace  Jobs?   According  to  a  2013  Oxford  University  study  on  job  replacement  by   Computeriza�on,  what  are  the  top  jobs,  of  702  categories,  that  risk   replacement?       1.  Telemarketers   2.  Title  examiners,  abstractors  and  searchers   3.  Mathema�cal  technicians   4.  Insurance  underwriters   5.  Cargo  and  freight  agents   6.  Tax  preparers   7.  New  Accounts  clerks   8.  Library  technicians   9.  Insurance  claims  and  policy  processing  clerks   10.  Brokerage  clerks   11.  Order  clerks   12.  Loan  officers   13.  Insurance  appraisers  (auto  damage)   14.  Umpires,  referees  and  other  sports  officials     “FUTURE  OF  EMPLOYMENT:  HOW  SUSCEPTIBLE  ARE  JOBS  TO  COMPUTERISATION?”   All  these  jobs     are  at  high  risk     (98  –  99%)     of  replacement!   Complication Conclusion: In 2 – 3 generations, most all industrial and much existing knowledge and service work – Replaced by robots and computerization. Formal  Organiza�onal  Structure  Evolu�on     Ind’’l  Age  (Mid  1900s)   Span  of  Control:   Depth:   5 10 Organiza�onal  Structures  –  K  Age  (2000s)   Span  of  Control:  10 Depth: 5 Implica�ons:   Managers  –  From  managing  the  performance  of  the  line  (early  1900s),   then  people  (late  1900s),  to  managing  applica�on/performance  of   Knowledge  by  KWers  (2000s).     K  Workers  –  From  close  supervision  to  autonomy,  personal  purpose  and   mastery  (untapped  human  poten�al).   Not  Just  Span  vs.  Depth,  but  Networks       Implica�ons:  For  tradi�onal  career  tracks,  behavioral  skills  will  become  cri�cal.   Before  -­‐  Knowledge  about     Projects   During  -­‐  Knowledge  in                    Projects   A�er  -­‐  Knowledge  from     Projects   3. Process Management “$85  Million   Annual  Savings”   Substantial savings from a low-cost investment Knowledge-intensive Activities (Continues…)      Organizations are run based on their Processes      An efficient Organization understands that it is Process oriented      Performance Improvement comes from focusing on those Processes and making them more adaptable, efficient, agile, etc. – “in the Knowledge Age” Early Process KBases: US DoD, 1994 “If you don’t know what you’re doing as a process, you don’t know what you’re doing.” W. Edwards Deming TThhee RReessoolluuttiioonn:: Personal Knowledge Management 31  
    • www.km-­‐me.com                                                                                info@km-­‐me.com  6   Robots to Replace Jobs – Way Forward Research Says: 1. Robots can’t do ‘creative’ and ‘social’ skills. 2. Low-skilled workers – must be reallocated. 3. To win – humans must acquire creative/social skills, become Personal K Managers. Definitions: Personal K Management (PKMgmt) – a major KM Initiative, run by the KM Team. Personal K Manager (PKM)™ – a designation for K-Age achievers, who are not on KM Team. Some  Key  PKM™  Asser�ons              Humans have notoriously underestimated their own physical potential – think 1950s four- minute mile (1999 – 3:43). We are only just beginning to realize our untapped intellectual potential   Mastery and Engagement.   Key drivers: Mindsets, Motivation, PKMer Strengths, with resultant Passion.   Result: Deliver substantial organizational performance improvement thru the personal excellence and engagement of Personal Knowledge Managers (PKM)™   Key Drivers for Personal K Management (PKMgmt) and Personal K Managers (PKMers)™   Emerging Neuroscience   Advances in research psychology   Changes in business structure, nature of K-Age work   Result: PKMer Autonomy, Mastery, Passion.   Opportunity: untapped human potential The  Amazing  Brain   Modern  neuro-­‐  and  cogni�ve-­‐science,  and   research  psychology  have  uncovered  many   insights  about  brain  func�on  that  can  inform   the  post-­‐industrial,  K  Age,  especially  at  the                         K  Worker  level.   Anatomy  of  the  Brain  –  Quick  Primer   Basis  for  K  Age  understanding  about  Learning/Human  Poten�al   Func�onal  MRI  (fMRI)  –  Measures  brain  ac�vity  by   detec�ng  associated  changes  in  blood  flow.[1]  This   technique  relies  on  the  fact  that  cerebral  blood  flow   and  neuronal  ac�va�on  are  coupled.         Now  know  what  different  parts  of  brain  do  what  –   e.g.,  linear,  analy�cal  work  vs.  metaphorical,   crea�ve  work;  introvert  vs.  extrovert  traits,  etc.   Brain  Technology  –  Quick  Primer   K  Age  understanding  of  Brain  uncovered  by  Technology  
    • www.km-­‐me.com                                                                                info@km-­‐me.com  7   The  Amazing  Brain  –  Quick  Primer   Some  Examples  of  Human  Intellectual  Poten�al  (4  min  mile)   Ability  to     recall     Everything?   What  %     recall?   Two  weeks  old!   Non-­‐Nutri�ve  Sucker  (aka   ‘pacifier’),                                                        as  remote   controller.         What     age?   Superior  Autobiographical     Recall  (SAR)   Pre-­‐Natal     Recall?   EEG  -­‐  Recall  of         last  trimester.   (Nov,  2013.)   Career  Life  Cycle   First  ‘Technical’  Job                  Supervisory/Mgmt  Jobs                Re�rement   Technical  –  Hard  Skills   (Techne  –  Discipline/Specialty)   Behavioral  Skills  –  So�  Skills   (Interpersonal,  Mgmt,  Leadership)   *  Skills  &  Competencies   K-­‐Age  Poten�al  –  Mastery  &  Engagement   (Mindset,  Mo�va�on,  Passion)   Role*   Untapped  K-­‐Age   Poten�al   (Tradi�onal  Management  Track)   Personal  K  Manager  (PKM)™  Career  Life  Cycle   Final Reflections Disturbing trends – robots, computerization – major workplace transformation. KM not a tool – it’s a discipline, enabling transformation. Must shephard Personal Knowledge Managers (PKM)™, who will be an essential key to success. Today’s  PKM  Journey   As we close, here’s some key points for reflection: Situation: Some points made have been interesting, but also quite disturbing. World is transforming – robots and computerization are disruptive technologies. Complication: Robots to replace industrial jobs, computerization to replace non-industrial jobs. What are humans going to do? Resolution: ‘‘Untapped Human Potential’’. Don’t just take my word for it. Your KM focus must shift from just traditional KM – Portals, CoPs, etc., to focus on PKMers and untapped human potential in the post-industrial, Knowledge Age. Most Important: How are you going to leverage untapped human potential? ““Personal  Knowledge  Mgmt””   The  Secret  for  KM  Success   douglas.weidner@kminstitute.org   Robotics/Computerization – totally disrupting the world.   60% of the best jobs in the next ten years haven’t even been invented yet.   No longer linear, careers will be fragmented, specialized, collaborative, ever evolving, portfolio of micro-careers. ““One More Thing You Need to Know”” A Metaphor for PKM™ Based on two decades of extensive Gallup Organization research. See book: “The One Thing You Need to Know”, by Marcus Buckingham, 2005.
    • www.km-­‐me.com                                                                                info@km-­‐me.com  8