Juhani Antilla's Keynote Address

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  • Hello mr. Juhani Antilla!
    Very good job.
    Recently I've passed National acreditation like auditor expert QMS.
    Read with pleasure You presentation.
    Regards, Ilyas. Tashkent.
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  • - saatavilla olevan tiedon määrä ja merkitys on kasvanut arvokkaan informaation yksilöinti ja löytäminen vaikeaa tieto ”vanhenee” nykyään nopeasti tulevaisuuden yhteiskunnassa on tärkeää: tiedon haku tiedon käsittely tiedon kriittinen arviointi (metataso) tiedon jalostus (syventäminen, metatasolla) oppimaan oppiminen, intsearviointi (metatason kykyjä) metatason toiminta tärkeää kehittymis-, muuntumis-, ja oppimiskykyiset organisaatiot Peter Senge, Bob Garratt (oppiva organisaatio, -90 luku) teemme ryhmätyö- ja oppimisympäristöjä, jotka: tehostavat tietämyksen hallintaa, eli tiedon hakua ja käsittelyä tehostavat syventävän tietämyksen omaksumista, eli kehittävät metatason toimintoja yhteisöllisen oppimisen toimintoja, jotka hajauttavat ongelmanratkaisua
  • Juhani Antilla's Keynote Address

    1. 1. Knowledge-based business-integrated quality management April, 2010 Juhani Anttila Academician, International Academy for Quality (IAQ) Venture Knowledgist Quality Integration Helsinki, Finland [email_address] , www.QualityIntegration.biz                                      These pages are licensed under the Creative Commons 3.0 License http://creativecommons.org/licenses/by/3.0 (Mention the origin)
    2. 2. Juhani Anttila, Independent Expert Independent expert, Venture Knowledgist <ul><li>Expertise of more than 40 years in the field of quality </li></ul><ul><li>35 years at different quality related positions at Telecom Finland and Sonera Corporation </li></ul><ul><li>Several decades’ involvement with international and national standardization of quality, reliability, information security and telecommunications </li></ul><ul><li>Many years Assembly Representative and Vice President of the European Organization for Quality (EOQ) </li></ul><ul><li>A founder and developer of the Finnish National Quality Award, Developer and assessor of the European Quality Award </li></ul><ul><li>International Academician for Quality (Member of the International Academy for Quality) </li></ul><ul><li>Honorary Member of the Finnish Society for Quality </li></ul><ul><li>Board member or chairman in some companies </li></ul><ul><li>Expert adviser in several organizations in quality management, dependability management, information security management, crisis management and social media, and lecturer in some universities </li></ul><ul><li>Expert in projects in some developing countries </li></ul><ul><li>Contributing by writings, lectures, and speeches globally on five continents </li></ul>3678x/3.3.2010/jan (Ref.: http:// www.qualityintegration.biz/contacts.html )
    3. 3. Recognized knowledge basis for any organization’s quality realization: xxxx/15.11.2002/jan Our organization’s quality management approach Business Performance Excellence: Satisfaction of all interested parties (stakeholders) General national and international quality trends Great teachers Benchmarking and world class best practices IS0 9000 standardization and business excellence models Quality Management Methodology based on the best knowledge Interested parties
    4. 4. <ul><li>Integration : </li></ul><ul><ul><li>Implementing effective / efficient and business-relevant quality principles and methodology embedded within organization’s normal activities of strategic and operational management </li></ul></ul><ul><li>Responsiveness: </li></ul><ul><ul><li>Being able to adjust quickly to suddenly altered external conditions, and to resume stable operation without undue delay </li></ul></ul><ul><li>Innovation : </li></ul><ul><ul><li>Striving continuously for new organization-dedicated innovative and unique solutions and encouraging various choices for quality management in different organizations. </li></ul></ul>3456/2.2.2010/jan Business requirements for an organization’s quality management approach Quality management  Quality of management Standard approach  An organization’s unique approach Dynamic and flexible business management
    5. 5. Challenging towards modern quality management = quality of management 3023x/15.10.2008/jan ORGANIZATION’S MANAGEMENT APPROACH Clear understanding of the guiding ideas, concepts, and principles Effective innovative management infrastructure Effective management tools Excellence in performance and sustained success Given “ Implicate Order” (Ref.: P Senge)
    6. 6. Management of an organization is particularly related to managing organizational information / knowledge <ul><li>Procedure document, standard, operational model, recorded operation, factual knowledge, etc. (explicit issue) </li></ul>2645/9.1.2007/jan <ul><li>Reality of the issue in the minds of the individuals and in the practical operations </li></ul><ul><li>(implicit / tacit contents of the issue) </li></ul><ul><ul><li>This part is the most significant regarding to the actions for the issue realization. </li></ul></ul><ul><ul><li>The contents may change due to time and situation and depending on influences and learning. </li></ul></ul>Conscious Sub-conscious
    7. 7. Empirical fact-based information and inherent knowledge are needed for successful management Measuring Data Analysing Information Reflecting and deciding Intervention Plan / Act Effects 0609/25.3.2008/jan Knowledge - explicit records - tacit knowledge (know-how, competence) The performance reality of the company business processes A P D C ... Wisdom - myths - values ” Ba” Environments Facts
    8. 8. “ Ba” as a shared context in motion <ul><li>Knowledge </li></ul>2690/14.2.2006/jan (Ref.: Nonaka) Individual context Individual context Shared context Ba: (originating+dialoguing+systemizing+exercizing) Ba = A shared space for emerging relationships
    9. 9. Role of leadership and language in organizations 3621/2.2.2010/jan An organization is a living organism . It is a set of conversations among people. Language is the defining environment in which an organization lives. It is how those in the system reach agreement. Language is a medium for organizational growth and change. Narrowing language increases efficiency . A common shared language helps the organization arrive at decisions more efficiently. Narrowing language increases ignorance . Constrained by a limited vocabulary, the organization becomes unable to adapt to fundamental changes in its environment. Unable to change, the organization eventually declines. Ignorant of our own ignorance, we cannot ask questions outside our own language experience. It is possible for an organization to learn and grow only if it creates conditions that help generate new language . Using new language, an organization may create new paths to productivity, and regenerate itself. The conversations necessary for generating new opportunities come from outside the organization, from the language that has a different history. (Networking!) This is often technically and intellectually demanding and, consequently, often dismissed. (Ref.: Sun, The little grey book)
    10. 10. Networked communities (*) <ul><li>Community of practice </li></ul><ul><li>Community of interest </li></ul><ul><li>Community of action </li></ul><ul><li>Community of context </li></ul><ul><li>Communities of circumstance </li></ul><ul><li>Communities of position </li></ul><ul><li>Communities of purpose </li></ul>3329/1.3.2010/jan (*) http://en.wikipedia.org/wiki/Community_of_practice Etienne Wenger &quot;A person starts to live when he can live outside himself.&quot; Albert Einstein
    11. 11. “ Community of Practice” <ul><li>Communities of practice 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. The community may include business practitioners, researchers, authorities, professionals, and amateurs. </li></ul>3126/1.2.2010/jan Ref.: http://www.ewenger.com/theory/communities_of_practice_intro.htm Communication within communities of practice takes place principally via social media applications.
    12. 12. Strong network actors (hubs) keep a network alive and quality of the network grow it. Networks compete with each other and one with highest quality wins. Individual actors or small entities may sporadically (according their own decisions) liberate from or join with the network. Network is however robust, and particularly strong hubs keep it together. It is network member’s own responsibility to keep actively him/her as a network member otherwise he/she drops out of the network. To be successful brand yourself and sell your value on the network. 3673x/16.5.2009/jan
    13. 13. The knowledge-conversion process: Tacit  Explicit <ul><li>Knowledge conversion process, SECI: </li></ul>3528/14.5.2009/jan (Ref.: Nonaka - SECI, Shiba) Tacit Tacit Tacit Explicit Explicit Tacit Explicit Explicit Socialization S Externalization E C Combination I Internalization Conscious Sub-conscious Explicit Tacit Knowledge
    14. 14. Participating and in collaborating in networks effectively and efficiently 3509x/20.8.2008/jan (Ref.: Gloor) Degree of connectivity among network members Degree of interactivity between network members Degree of sharing knowledge within the network 0  0 m  m Low Personal High Community Target: Highly effective collaborating in networks
    15. 15. Existing communication xxxx/16.3.2010/jan <ul><li>Email </li></ul><ul><ul><li>Good in one-to-one communication </li></ul></ul><ul><ul><li>- Not good in network communication </li></ul></ul><ul><li>Web pages </li></ul><ul><ul><li>Good in one direction passive communication but not in network communication </li></ul></ul><ul><li>Telephone, SMS </li></ul><ul><ul><li>Good in acute one-to-one communication </li></ul></ul><ul><ul><li>Difficult to reach people, disturbing </li></ul></ul><ul><ul><li>Expensive </li></ul></ul><ul><li>Physical meetings </li></ul><ul><ul><li>Nenessary for networking </li></ul></ul><ul><ul><li>Expensive, not effective </li></ul></ul><ul><ul><li>Difficult to arrange </li></ul></ul><ul><li>Publications, documents </li></ul><ul><ul><li>Passive information distribution, not effective </li></ul></ul><ul><li>Do we need more effectiveness, efficiency, and transparency in our community communication to support collaboration? </li></ul>Collaborating community “ Markets” Stakeholders
    16. 16. Supporting knowledge work 3529/2.3.2008/jan (Ref.: www.dicole.fi )
    17. 17. New IT * supported information/knowledge-intensive business operations 3514/20.1.2010/jan (*) IT = Interactive Technology New integrated and effective solutions: <ul><li>Portal solutions, integrated information technology solutions </li></ul><ul><li>(sustaining technology): </li></ul><ul><ul><li>Complicated </li></ul></ul><ul><ul><li>Difficult to use and maintain </li></ul></ul><ul><ul><li>Expensive </li></ul></ul><ul><li>Interactive technology solutions: Collaborative groupwork and social networking infrastructures, Web 2.0, Enterprise 2.0, RTE - Real Time Ecosystem </li></ul><ul><li>(disruptive technology): </li></ul><ul><ul><li>Simple </li></ul></ul><ul><ul><li>Easy to use </li></ul></ul><ul><ul><li>cheap, or free of charge </li></ul></ul><ul><ul><li>(open source) </li></ul></ul>TOP DOWN: FOCUS ON TECHNOLOGY BOTTOM UP: FOCUS ON PEOPLE Human inside
    18. 18. General net communities <ul><ul><li>Academici - Trusted knowledge network of colleagues </li></ul></ul><ul><ul><li>Ecademy - Business networking, connecting business people </li></ul></ul><ul><ul><li>FaceBook - Network of friends </li></ul></ul><ul><ul><li>Fast Pitch - Professional social network for business </li></ul></ul><ul><ul><li>LinkedIn - Social network of professionals to exchange information, ideas and opportunties </li></ul></ul><ul><ul><li>Ning - Social platform for the world's interests and passions on line </li></ul></ul><ul><ul><li>Naymz - Professional network for advancing career </li></ul></ul><ul><ul><li>Plaxo - Dashboard for friends, family, and business contacts </li></ul></ul><ul><ul><li>Ryze - Facility to make connections and grow different networks </li></ul></ul><ul><ul><li>Socializr - Online invitations, party planning, and event sharing </li></ul></ul><ul><ul><li>Twitter - Service for friends, family, and co–workers to communicate and stay connected </li></ul></ul><ul><ul><li>UNYK - Managed contacts </li></ul></ul><ul><ul><li>Viadeo - Business contacts and communities </li></ul></ul><ul><ul><li>Xing - Professional networking globally </li></ul></ul><ul><ul><li>YouNoodle - Bring together the information, people and technology that help startups </li></ul></ul>xxxx/16.1.2010/jan
    19. 19. Social web is developing xxxx/16.1.2010/jan
    20. 20. Is your organization already implementing Enterprise Web 2.0? 3441/16.1.2010/jan <ul><li>It's likely that your organization is already using Enterprise Web 2.0 technologies in some way. But make sure you are getting the most from Web 2.0 in order to help you plan your Enterprise Web 2.0 strategy: </li></ul><ul><li>McKinsey : Over 80% of enterprises plan to use Web 2.0 technologies for better interactions with customers, partners and employees. </li></ul><ul><li>The Wall Street Journal : About 20% of companies use mashups in one form or another and, over time, mashups will become so intuitive non-technology users will be building them. </li></ul><ul><li>Economist : Serious business: A perspective on Enterprise Web 2.0, and how Web 2.0 goes corporate  and organizations are taking advantage of it.  </li></ul><ul><li>IDC : The Hidden Costs of Information Work.  Information tasks are central to today’s organization’ and organizations that give information workers adaptive, enabling technology can gain great competitive advantage.  </li></ul><ul><li>BusinessWeek : When Companies Do the Mash’.  Corporations are jumping onboard the trend of mixing and matching information from different sources. </li></ul>(Ref.: A study in 2007: http://www.jackbe.com/resources/business_users.php) Very often, however, business leaders or IT departments are obstacles for the use of social media and Web 2.0 applications in organizations.
    21. 21. <ul><li>Create and maintain a corporate Facebook page to serve for marketing and recruiting. </li></ul><ul><li>Establish and operate blogs for all customer- or member-facing divisions. </li></ul><ul><li>Offer free web-enabled telephone conferencing services to customers. </li></ul><ul><li>Create and maintain a CEO blog. </li></ul><ul><li>Establish and operate wikis to create and share “best practices” information. </li></ul><ul><li>Partner with a professional organization to develop a podcast based lesson series offering continuing education. </li></ul><ul><li>Develop and implement training processes on how to employ dedicated blogs in support of project management. </li></ul><ul><li>Create and publicize a network of experts within the organization who can be consulted on business specific topics. </li></ul><ul><li>Establish a secure company wide social bookmarking system to support the tagging and sharing of internal and external information sources. </li></ul><ul><li>Develop a corporate policy and training program on information security and privacy. </li></ul><ul><li>Create and test a plan to employ social media and social networking in crisis situations. </li></ul><ul><li>Create and implement a competitor monitoring system to track competitor activities on blogs, social networks, public wikis, feed subscription services, and social bookmarking. </li></ul>(Ref.: Dennis D. McDonald) Social media initiatives for developing a business-aligned social media & social networking strategy 3431/16.1.2008/jan
    22. 22. Collaborative knowledge work environment, “KWE”, for a business community (Web 2.0) 3770/15.1.2010/jan Community-members’ information and profiles ( Net-working ) <ul><li> Links to: </li></ul><ul><li>Other tools (calendar, to-do list, diary, Skype, virtual meeting room, etc.) </li></ul><ul><li>Social utilites </li></ul><ul><li>Legacy IT systems of the organization </li></ul><ul><li>Administration of the IT environment </li></ul><ul><li>Web pages and documents </li></ul><ul><li> Additional features or possibilities: </li></ul><ul><li>Sub-groups </li></ul><ul><li>Tagging </li></ul><ul><li>Discussion forums </li></ul><ul><li>Aggregators (RSS feeding) </li></ul><ul><li>Mashups </li></ul>Common shared knowledge-base accumulated and updated by the community-members ( Wiki ) Knowledge feeds from community-members' findings, observations, and reflection, and comments ( Blog ) Published presentations etc. ( Media )
    23. 23. Knowledge creation and distribution tools in the knowledge work environment (KWE) 3207x/2.5.2008/jan Sharing information ( Blogs ) Feeding information ( Aggregators ) Participants collaborate in the process to create new knowledge New knowledge artefacts Conversing ( Forums ) Reflecting and contributing ( Blogs ) Collecting knowledge assets ( Wiki )
    24. 24. It is up to you! 3825/16.1.2010/jan (*) Wu-men 1183-1260 ” No gate on the high way, thousands paths merge with it. Passing its entrance you’ll move freely heaven and earth.”(*) (*) Wu-men 1183-1260 ... and the rich become richer in networks! Many possibilities are competing for your time.

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