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Promoting Information Technology for
Industrial Trade Facilitations - UNIDO

   Strengthening Economic Clusters
     and V...
Strengthening Economic Clusters and Value Chains
through the development of Knowledge Portals


The purpose of this presen...
But, first…

  …a bit of background


        www.terraforum.com.br   page 3
www.terraforum.com.br   page 4
www.terraforum.com.br   page 5
www.terraforum.com.br   page 6
Distance:
                        Approximately
                        4.000 Km




www.terraforum.com.br          page 7
STRUCTURE OF THIS PRESENTATION


  Some theoretical foundation
  The context
  The project
  Early results
  Lessons ...
STRUCTURE OF THIS PRESENTATION


  Some theoretical foundation
  The context
  The project
  Early results
  Lessons ...
Conceptual Model: Synergy of Concepts between
Clusters, Knowledge Management and Corporate Portals

 Clusters Economics   ...
Conceptual Model: Synergy of Concepts between
Clusters, Knowledge Management and Corporate Portals

 Clusters Economics   ...
Some theoretical foundation (1)



Michael Porter, in his famous book
The Competitive Advantage of Nations,
called attenti...
Some theoretical foundation (2)



Anna Lee Saxenian related the
development of Silicon Valley, starting
with the informal...
Some theoretical foundation (3)


The Japanese kairetsus and the just-in-
time methods of production, initially
developed ...
Some theoretical foundation (4)


In Europe, there are already reports that speak of a new
corporate structure: the “syndi...
Some theoretical foundation (5)

“Research looking at knowledge networks between SMEs
in Australia showed that even when t...
Some theoretical foundation (6)



“Collaboration is: “a cooperative, inter-organizational
relationship that relies on nei...
Some theoretical foundation (7)



      Government                                            Government
                ...
Some theoretical foundation (8)




“The network is the enterprise”

                           Manuel Castells




      ...
Conceptual Model: Synergy of Concepts between
Clusters, Knowledge Management and Corporate Portals

 Clusters Economics   ...
Knowledge Management



In the mid-nineties, Knowledge Management
emerged as a discipline and a formalized
organizational ...
Knowledge Management


               Managing Knowledge

                             Philosophy
                       ...
Knowledge Management

             Managing Knowledge
                             Strategy
                            ...
Typical Knowledge Management Objectives

 Acceleration of the generation of new knowledge with competitive value:
     I...
KM Initiatives in Governments from OECD countries


                            Broad Definition of KM
   Organisational ...
KM Initiatives in Governments from OECD countries

                    Good knowledge/information management is one of the...
KM Initiatives in Governments from OECD countries

 Efforts made at improving KM
   (increasing with higher score on the i...
KM Initiatives in Governments from OECD countries

       Efforts made at improving KM
       (increasing with higher scor...
Conceptual Model: Synergy of Concepts between
Clusters, Knowledge Management and Corporate Portals

 Clusters Economics   ...
Areas of a Knowledge Portal for Strengthening an
Economic Cluster Productive Chain




      Information Flows;
      Co...
I - Information Flows (1)


OBJECTIVES OF THE PORTAL                MOTIVATION
Provide broad access to    The portal can s...
I - Information Flows (2)


OBJECTIVES OF THE PORTAL                MOTIVATION
Collect information from   It’spossible, v...
II - Collaboration (1)

OBJECTIVES OF THE PORTAL                  MOTIVATION
Promote information        The  portal can u...
II - Collaboration (2)

OBJECTIVES OF THE PORTAL                MOTIVATION
Promote interchange        The  portal may be ...
III – Training of Personnel (1)

OBJECTIVES OF THE PORTAL                  MOTIVATION
Centralize and reduce       On-line...
III – Training of Personnel (2)

OBJECTIVES OF THE PORTAL                MOTIVATION
Create a more efficient    The  porta...
IV – Business Generation (1)

OBJECTIVES OF THE PORTAL                MOTIVATION
Promote opportunities      Mechanisms   ...
IV – Business Generation (2)


OBJECTIVES OF THE PORTAL                   MOTIVATION
Promote electronic         Tools whi...
V – Promotion of Innovation


OBJECTIVES OF THE PORTAL                MOTIVATION
Promote success stories    The portal ma...
VI – Optimization of Resources

OBJECTIVES OF THE PORTAL                  MOTIVATION
Map and optimize the         Just as...
STRUCTURE OF THIS PRESENTATION


  Some theoretical foundation
  The context
  The project
  Early results
  Lessons ...
The Context (1)


 Association of Research Institutes (ABIPTI)
   125 member organizations
   Lobbying
   Benchmarking...
Distance:
Location of                             Approximately
participating                           2,500 miles
organi...
The Context (2)


 15 Research Institutes are selected (best
     managed & top performers)
    From small (300 research...
STRUCTURE OF THIS PRESENTATION


  Some theoretical foundation
  The context
  The project
  Early results
  Lessons ...
The Project (1)




The Goal: Bring KM
concepts and practice to 15
selected Research Institutes



         www.terraforum...
The Project (2)


A Knowledge Portal was developed with key functionalities
to support the development of Communities of P...
The Project (3)


The initial focus on the development of Communities
of Practice across all organizations aimed at rapidl...
The Project (4)

      Possible Domains for the Communities of Practice
Generic Domains related to the management skills ...
The Project (5)

               Selection of CoPs to get started…
Three CoPs were selected: Management & Commercialization...
…and now…

 …understanding a bit of the
       phases of the project


         www.terraforum.com.br   page 51
The Project (6)


 Training          Project          Seek          Foster       Roll-out
  in KM             Plan        ...
STRUCTURE OF THIS PRESENTATION


  Some theoretical foundation
  The context
  The project
  Early results
  Lessons ...
Early Results


 KM goals are fairly well-understood at senior
management levels
 Greater understanding of skills, compe...
STRUCTURE OF THIS PRESENTATION


  Some theoretical foundation
  The context
  The project
  Early results
  Lessons ...
Lessons Learned


 Do not underestimate the need for fostering social
contact – (Latin culture???)
 Definition of a doma...
STRUCTURE OF THIS PRESENTATION


  Some theoretical foundation
  The context
  The project
  Early results
  Lessons ...
Final Considerations (1)



Just as is the case when applying portals to
Knowledge Management in large privately-
owned co...
Final Considerations (2)


The initiative described here is significant in its ambition.
Its success may have a profound i...
Final Considerations (3)


These kinds of initiatives are of particular importance to
developing countries. Such countries...
Thank You!
  Dr. José Cláudio Terra
 jcterra@terraforum.com.br


www.terraforum.com.br




     www.terraforum.com.br   pa...
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Economic Clusters 2003 Dr. Terra

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Presentation that combines KM, Innovation Cluster, Portals and Communities of Practice and also presents a Brazilian case where all these concepts were applied to Research Institutes

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Transcript of "Economic Clusters 2003 Dr. Terra"

  1. 1. Promoting Information Technology for Industrial Trade Facilitations - UNIDO Strengthening Economic Clusters and Value Chains through the development of Knowledge Portals Dr. José Cláudio C. Terra Damascus, October 20, 2003
  2. 2. Strengthening Economic Clusters and Value Chains through the development of Knowledge Portals The purpose of this presentation (paper) is to establish the conceptual bases for the development of a knowledge portal applied to a generic economic cluster and value chain and to report the initial results of a few Communities of Practice developed across a number of different Research Institutes in Brazil. www.terraforum.com.br page 2
  3. 3. But, first… …a bit of background www.terraforum.com.br page 3
  4. 4. www.terraforum.com.br page 4
  5. 5. www.terraforum.com.br page 5
  6. 6. www.terraforum.com.br page 6
  7. 7. Distance: Approximately 4.000 Km www.terraforum.com.br page 7
  8. 8. STRUCTURE OF THIS PRESENTATION  Some theoretical foundation  The context  The project  Early results  Lessons learned  Next steps & expectations www.terraforum.com.br page 8
  9. 9. STRUCTURE OF THIS PRESENTATION  Some theoretical foundation  The context  The project  Early results  Lessons learned  Next steps & expectations  Final Considerations www.terraforum.com.br page 9
  10. 10. Conceptual Model: Synergy of Concepts between Clusters, Knowledge Management and Corporate Portals Clusters Economics Knowledge Management - Linkages - Identification, Generation, Organization and Dissemination of - Informal learning networks Information - Collaboration and Competition - Tacit and Explicit Knowledge - Common Resources - Communities - International Ambition - E-learning - Linkages with Academia and - Intangible Assets Government Corporate Portals - Single Point of Access - Ubiquity and ease of use - Open and closed communities - Access and Publication - Collaboration www.terraforum.com.br page 10
  11. 11. Conceptual Model: Synergy of Concepts between Clusters, Knowledge Management and Corporate Portals Clusters Economics Knowledge Management - Linkages - Identification, Generation, Organization and Dissemination of - Informal learning networks Information - Collaboration and Competition - Tacit and Explicit Knowledge - Common Resources - Communities - International Ambition - E-learning - Linkages with Academia and - Intangible Assets Government Corporate Portals - Single Point of Access - Ubiquity and ease of use - Open and closed communities - Access and Publication - Collaboration www.terraforum.com.br page 11
  12. 12. Some theoretical foundation (1) Michael Porter, in his famous book The Competitive Advantage of Nations, called attention to the atmosphere of learning, cooperation and high competition existing in micro-regions. www.terraforum.com.br page 12
  13. 13. Some theoretical foundation (2) Anna Lee Saxenian related the development of Silicon Valley, starting with the informal flows and networks of collaboration and knowledge among enterprises, universities and government Source: Saxenian, A., Regional Advantage: Culture and Competition in Silicon Valley and Route 128, Harvard University Press, 1996 www.terraforum.com.br page 13
  14. 14. Some theoretical foundation (3) The Japanese kairetsus and the just-in- time methods of production, initially developed by Toyota, have spread throughout the world and have as one of their bases a very high level of cooperation and exchange of information among enterprises in the productive chain. www.terraforum.com.br page 14
  15. 15. Some theoretical foundation (4) In Europe, there are already reports that speak of a new corporate structure: the “syndicates of companies”, that is, associations of small and medium companies, which do not compete against each other and which are co- proprietors of “cooperatives” which assume responsibility for activities in common , such as: marketing, distribution, entry into foreign markets, licensing of technology, etc. Source: The Economist, Will the corporation survive? November 1st, 2001 www.terraforum.com.br page 15
  16. 16. Some theoretical foundation (5) “Research looking at knowledge networks between SMEs in Australia showed that even when there was adoption of networked technologies to allow connectivity between the companies, the potential for knowledge exchange was highly dependent on the level of trust. Similar work on SME collaboration in Asia showed that information sharing and learning was based on the prior existence of trust and an atmosphere of continued trust building.” Source: Braun, P., Digital knowledge networks: Linking communities of practice with innovation. Journal of Business Strategies, 2002. 19(1): p. 43-54., in: Inter-Organizational Communities of Practice by C. van Winkelen www.terraforum.com.br page 16
  17. 17. Some theoretical foundation (6) “Collaboration is: “a cooperative, inter-organizational relationship that relies on neither market nor hierarchical mechanisms of control but is instead negotiated in an ongoing communicative process” Source: Lawrence, T., N. Philips, and C. Hardy, Watching whale watching. Exploring the discursive foundations of collaborative relationships. Journal of Applied Behavioural Science, 1999. 35(4): p. 479-502. in: Inter-Organizational Communities of Practice by C. van Winkelen www.terraforum.com.br page 17
  18. 18. Some theoretical foundation (7) Government Government Government Academia Industry Academia Industry Academia Industry Triple Helix I Triple Helix II Triple Helix III ETZKOWITZ, H. e LEYDESDORFF, L. - The dynamics of innovation: from National Systems and "Mode 2" to a Triple Helix of university-industry-government relations. In: Research Policy, v. 29, n. 2, pp. 109-123, fevereiro 2000., in: Plonski, G.A., Public Oral Examination as part of its candidacy to Full Professor at Business School at the University of São Paulo, July 16, 2003 www.terraforum.com.br page 18
  19. 19. Some theoretical foundation (8) “The network is the enterprise” Manuel Castells www.terraforum.com.br page 19
  20. 20. Conceptual Model: Synergy of Concepts between Clusters, Knowledge Management and Corporate Portals Clusters Economics Knowledge Management - Linkages - Identification, Generation, Organization and Dissemination of - Informal learning networks Information - Collaboration and Competition - Tacit and Explicit Knowledge - Common Resources - Communities - International Ambition - E-learning - Linkages with Academia and - Intangible Assets Government Corporate Portals - Single Point of Access - Ubiquity and ease of use - Open and closed communities - Access and Publication - Collaboration www.terraforum.com.br page 20
  21. 21. Knowledge Management In the mid-nineties, Knowledge Management emerged as a discipline and a formalized organizational function, initially in private enterprises and, a little later, in government offices and state-owned enterprises and in supranational entities, such as The World Bank and the United Nations. www.terraforum.com.br page 21
  22. 22. Knowledge Management Managing Knowledge Philosophy Psychology Information Management Science Management Anthropology Sociology Economics www.terraforum.com.br page 22
  23. 23. Knowledge Management Managing Knowledge  Strategy  Human Resources  Organizational Culture Management Science  IT  Finance  R&D & Innovation Marketing www.terraforum.com.br page 23
  24. 24. Typical Knowledge Management Objectives  Acceleration of the generation of new knowledge with competitive value:  Increased collaboration among employees;  Facilitation of employee access to the sources of training (on-line and off-line), information and knowledge;  Supply of personalized information just-in-time (dealing with information overload);  Preservation and Protection of the intellectual capital existing in the company;  Leveraging of the knowledge existing in the company and in the external environment to better serve the customers;  Improvement of the decision-making process at all levels of the company (management, production and on the front line);  Reduction of costs and of re-working: Don’t reinvent the wheel; and Avoid activities which add little value. www.terraforum.com.br page 24
  25. 25. KM Initiatives in Governments from OECD countries Broad Definition of KM  Organisational arrangements (decentralisation of authority, opening up bureaucratic divisions, use of information and communication technologies etc.);  Personnel development (mentoring and training practices, mobility etc.) and management of skills;  Transfer of competencies (databases of staff competencies, outlines of good work practices, etc.);  Managerial changes and incentives for staff to share knowledge (staff performance assessment and promotion linked to knowledge sharing, evolution of the role of managers, etc.). Source: KM Practices in 140 government organizations )Ministires/Departments/Agencies of Central Government), OECD, GOV/PUMA (2003)1, 27th Session of the Public Management Committee, 3-4 April, 2003 www.terraforum.com.br page 25
  26. 26. KM Initiatives in Governments from OECD countries Good knowledge/information management is one of the top five internal priorities of your organisation 44.8 45 40 35 30 26.1 25 21.7 20 15 10 5.8 5 0 Yes No, but it will certainly No, but it will probably No become a priority in the become a priority in the next 2 ye longer run Source: KM Practices in 140 government organizations )Ministires/Departments/Agencies of Central Government), OECD, GOV/PUMA (2003)1, 27th Session of the Public Management Committee, 3-4 April, 2003 www.terraforum.com.br page 26
  27. 27. KM Initiatives in Governments from OECD countries Efforts made at improving KM (increasing with higher score on the indicator) 22 Swe Group 1 20 Group 2 Fin 18 Kor Can Ice Nor Eng Fra 16 Irl US Den Hun Slo Ger Group 3 Gre 14 Pol Bel 12 Por 10 8 10 12 14 16 18 20 , Perception of level and quality of KM practices organisational and cultural change (improving with higher score on the indicator) Source: KM Practices in 140 government organizations )Ministires/Departments/Agencies of Central Government), OECD, GOV/PUMA (2003)1, 27th Session of the Public Management Committee, 3-4 April, 2003 www.terraforum.com.br page 27
  28. 28. KM Initiatives in Governments from OECD countries Efforts made at improving KM (increasing with higher score on the indicator) 19 Group 1 Finance 18 Group 2 Labour Trade & Industry 17 Prime Minister's Justice Health /Social Office 16 Group 3 Affairs Economy Foreign Affairs Interior 15 Education State 14 Reform/Public Administration 13 13 14 15 16 17 Perception of level and quality of KM practices, organisational and cultural change (improving with higher score on the indicator) Source: KM Practices in 140 government organizations )Ministires/Departments/Agencies of Central Government), OECD, GOV/PUMA (2003)1, 27th Session of the Public Management Committee, 3-4 April, 2003 www.terraforum.com.br page 28
  29. 29. Conceptual Model: Synergy of Concepts between Clusters, Knowledge Management and Corporate Portals Clusters Economics Knowledge Management - Linkages - Identification, Generation, Organization and Dissemination of - Informal learning networks Information - Collaboration and Competition - Tacit and Explicit Knowledge - Common Resources - Communities - International Ambition - E-learning - Linkages with Academia and - Intangible Assets Government Corporate Portals - Single Point of Access - Ubiquity and ease of use - Open and closed communities - Access and Publication - Collaboration www.terraforum.com.br page 29
  30. 30. Areas of a Knowledge Portal for Strengthening an Economic Cluster Productive Chain  Information Flows;  Collaboration;  Training of Personnel;  Business Generation;  Promotion of Innovation; and  Optimization of Resources. www.terraforum.com.br page 30
  31. 31. I - Information Flows (1) OBJECTIVES OF THE PORTAL MOTIVATION Provide broad access to The portal can serve as an information source for all organizations: updated, relevant Various kinds of reports and market information focused on studies are not normally accessible to most the productive chain companies; In certain cases, companies lack the financial resources to acquire the reports; in others, the companies do not even know the reports exist; It is also possible, via the portal, to reach a large enough scale to look for and organize widely-available data. www.terraforum.com.br page 31
  32. 32. I - Information Flows (2) OBJECTIVES OF THE PORTAL MOTIVATION Collect information from It’spossible, via the portal, to establish quite simple and automatic mechanisms the companies to for data collection from the companies. execute and rapidly This not only permits reductions of cost, update sectoral studies but also of time required to carry out research and industry diagnoses. One can also think about creating innovative indicators of the evolution of the industry’s intellectual capital. www.terraforum.com.br page 32
  33. 33. II - Collaboration (1) OBJECTIVES OF THE PORTAL MOTIVATION Promote information The portal can use various tools which permit the virtual exchange of information exchange and (discussion forums, chats, etc.) and also collaboration among the decentralized publication of the contents by the companies participating in companies in the the cluster. productive chain Stimulate the development of “Practice Communities” involving persons from diverse companies. These may include information about the company itself, as well as a description of projects in progress. It’s also possible to consider areas such as “Urgent Questions”. www.terraforum.com.br page 33
  34. 34. II - Collaboration (2) OBJECTIVES OF THE PORTAL MOTIVATION Promote interchange The portal may be designed to provide quite specific information so that, between the private especially small businesses, have sector and knowledge instantaneous access to governmental reports (e.g., trade missions) and sources in the public academic information (e.g., lists of experts sector and academia and national and international laboratories relevant to the sector). Persons from academia, research institutes and government may also utilize the portal to monitor the companies’ activities, projects and needs. www.terraforum.com.br page 34
  35. 35. III – Training of Personnel (1) OBJECTIVES OF THE PORTAL MOTIVATION Centralize and reduce On-line training modules may be made available to all the companies. the cost by on-line There’s a clear reduction in the individual training costs of licensing and development of the courses. Increases are evident in the speed of dissemination of new concepts. Divulge opportunities for The portal may have an area for the divulgation of recommended opportunities off-line training for training offered by third parties. www.terraforum.com.br page 35
  36. 36. III – Training of Personnel (2) OBJECTIVES OF THE PORTAL MOTIVATION Create a more efficient The portal may become a reference centre for work opportunities. job market The liquidity and the “oxygenation” of the market are increased. Elements of confidentiality must be introduced in order to assure the adherence of the companies. Promote greater use of The very opportunity to utilize the portal may become an important incentive for a information technology more intense use of IT and Internet tools Courses in IT are ideal for training via the Internet. Special conditions for acquiring computers could be offered to participating small businesses. www.terraforum.com.br page 36
  37. 37. IV – Business Generation (1) OBJECTIVES OF THE PORTAL MOTIVATION Promote opportunities Mechanisms so that companies may promote their commercial interests and for business between find partners within and outside the cluster companies is quite interesting. The promotion of the formation of temporary and/or permanent consortia may be facilitated by e-project tools. Promote local companies The portal may help to divulge the products and services of the cluster and globally also for the quick localization of and contact with the companies. If translated to the English language, the portal could serve as an excellent marketing tool and help develop international business. www.terraforum.com.br page 37
  38. 38. IV – Business Generation (2) OBJECTIVES OF THE PORTAL MOTIVATION Promote electronic Tools which permit the rapid configuration of e-business may be made trading available on the portal. The tools may be pre-negotiated and adapted to meet the needs of the productive chain. Auction-like electronic markets may also be established. www.terraforum.com.br page 38
  39. 39. V – Promotion of Innovation OBJECTIVES OF THE PORTAL MOTIVATION Promote success stories The portal may be utilized to describe success stories among cluster companies. These kinds of stories are known to incite innovative behaviour. Disseminate technical The faster diffusion of technical norms has a positive impact on the productive norms quality. www.terraforum.com.br page 39
  40. 40. VI – Optimization of Resources OBJECTIVES OF THE PORTAL MOTIVATION Map and optimize the Just as multinationals do it internally, the industry portal may enable associated utilization of the companies to “rent” some of their idle productive resources of resources. the productive chain A market may also be created for trading competencies and intellectual capacity. Provide common The portal may be utilized to automate the providing of electronic services (e.g., services to all the travel reservations, accounting, etc.). companies www.terraforum.com.br page 40
  41. 41. STRUCTURE OF THIS PRESENTATION  Some theoretical foundation  The context  The project  Early results  Lessons learned  Final Considerations www.terraforum.com.br page 41
  42. 42. The Context (1)  Association of Research Institutes (ABIPTI)  125 member organizations  Lobbying  Benchmarking  Training  Publications www.terraforum.com.br page 42
  43. 43. Distance: Location of Approximately participating 2,500 miles organizations www.terraforum.com.br page 43
  44. 44. The Context (2)  15 Research Institutes are selected (best managed & top performers)  From small (300 researchers) to large organizations (3000 researchers)  From very focused (e.g. agriculture, oil, nuclear) to very diversified research institutes  From private foundations (few) to government- owned (States and Federal) www.terraforum.com.br page 44
  45. 45. STRUCTURE OF THIS PRESENTATION  Some theoretical foundation  The context  The project  Early results  Lessons learned  Final Considerations www.terraforum.com.br page 45
  46. 46. The Project (1) The Goal: Bring KM concepts and practice to 15 selected Research Institutes www.terraforum.com.br page 46
  47. 47. The Project (2) A Knowledge Portal was developed with key functionalities to support the development of Communities of Practice:  Knowledge Bases;  Members’ Directory;  Content and Document Management;  Advanced Search;  Events Management; Alert and Subscription Tools, Forums, Personalization, etc). www.terraforum.com.br page 47
  48. 48. The Project (3) The initial focus on the development of Communities of Practice across all organizations aimed at rapidly achieving tangible results and, therefore, also fostering the development of KM initiatives within each one of the fifteen research institutes. An important consideration in the choice of Communities of Practice was the fact that these institutes had very different technological capabilities and interests. www.terraforum.com.br page 48
  49. 49. The Project (4) Possible Domains for the Communities of Practice Generic Domains related to the management skills and techniques of research institutes  Management of Intellectual Property;  Quality Management;  Technology Forecasting and Monitoring;  Client Relationship Management (CRM); Scientific Domains that may involve a number of institutes but not all of them  Environment;  Design;  Chemistry;  Food quality. National themes domains defined by the Federal Government’s Industrial Policies  Support to Exports;  Support to Small and Medium Enterprises. www.terraforum.com.br page 49
  50. 50. The Project (5) Selection of CoPs to get started… Three CoPs were selected: Management & Commercialization of Intellectual Property and Quality Management, and “Geological Risks”. These topics were chosen for the following reasons: There was enough critical mass both in terms of available digital content, as well as interested and qualified personnel; They are well-defined domains and are non-proprietary in nature; They are topics that can engage and motivate wide participation; They are strategic topics with a wide gap between the top and bottom performers; A core group that had a sense of a Community were identified; A few experts that could help with valuable initial content were also identified; These are topics that are directly related to the services provided to the clients of these research institutes; These communities can rapidly expand to include personnel from other types of organizations (industry, government and universities, etc). www.terraforum.com.br page 50
  51. 51. …and now… …understanding a bit of the phases of the project www.terraforum.com.br page 51
  52. 52. The Project (6) Training Project Seek Foster Roll-out in KM Plan Support CoPs Portal  200  Develop a  Get CEOs  Face-to-  Start with researchers strategy: to meet and face meeting good content were trained CoPs are discuss KM  Invite  Launch throughout chosen  Show experts event Brazil  Develop Benchmarks  Hire  Train users horizontal  Show dedicated and focused prototype moderators CoPs  Use free  Choose web-base tool Technology platform www.terraforum.com.br page 52
  53. 53. STRUCTURE OF THIS PRESENTATION  Some theoretical foundation  The context  The project  Early results  Lessons learned  Final Considerations www.terraforum.com.br page 53
  54. 54. Early Results  KM goals are fairly well-understood at senior management levels  Greater understanding of skills, competencies and methods used by different Institutes in the domains supported by CoPs  Some tips, ideas, and documents have been exchanged  A core group of researchers that have embraced CoPs and KM  Demand for building many other CoPs www.terraforum.com.br page 54
  55. 55. STRUCTURE OF THIS PRESENTATION  Some theoretical foundation  The context  The project  Early results  Lessons learned  Final Considerations www.terraforum.com.br page 55
  56. 56. Lessons Learned  Do not underestimate the need for fostering social contact – (Latin culture???)  Definition of a domain and then taxonomy is critical  Find leaders and “cool people”!!  Technology is not that important…changing mindset is huge!  Attention to IT skills of involved personnel  Use a PULL strategy…not a PUSH strategy  Attention to the ENERGY!! www.terraforum.com.br page 56
  57. 57. STRUCTURE OF THIS PRESENTATION  Some theoretical foundation  The context  The project  Early results  Lessons learned  Final Considerations www.terraforum.com.br page 57
  58. 58. Final Considerations (1) Just as is the case when applying portals to Knowledge Management in large privately- owned companies, the main challenge is not technological. There are several strategic, operational and organizational elements that are critical to the success of such initiatives. www.terraforum.com.br page 58
  59. 59. Final Considerations (2) The initiative described here is significant in its ambition. Its success may have a profound impact on how Brazil integrates the considerable amount of knowledge that is available in this very large country, but that is currently very much dispersed. Geographical isolation is no longer a viable option for any organization or even country. Individuals and organizations now seek information and knowledge regardless of their location. www.terraforum.com.br page 59
  60. 60. Final Considerations (3) These kinds of initiatives are of particular importance to developing countries. Such countries do not have the resources of most multinationals that are developing their own internal knowledge portals and leveraging knowledge from all over the world. The route for inter-organizational collaboration through knowledge portals is not an easy route, but one that is very promising. Indeed, it is probably a necessity to compete in the Knowledge Era. www.terraforum.com.br page 60
  61. 61. Thank You! Dr. José Cláudio Terra jcterra@terraforum.com.br www.terraforum.com.br www.terraforum.com.br page 61
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