APQC, Developing a Shadow Organisation to Make the Market for Knowledge
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The presentation I gave at APQC's 13th annual Knowledge Management in Chicago (30 April - 2 May 2008)

The presentation I gave at APQC's 13th annual Knowledge Management in Chicago (30 April - 2 May 2008)

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APQC, Developing a Shadow Organisation to Make the Market for Knowledge Presentation Transcript

  • 1. Developing a Shadow Organization to ‘Make the Market’ for Knowledge APQC – The New Edge in KM Marc Aafjes, Global Head of Knowledge Management Chicago, 2 May 2008
  • 2. Vodafone is the world’s leading communications organization which leverages its knowledge as a competitive advantage •  Vodafone Group is the largest mobile telecommunications company in the world: –  Equity interests in 25 countries across 5 continents, and Partner Markets in a further 40 countries; Presence in US via 45% stake holding in Verizon Wireless –  Vodafone has 252 million proportionate customers worldwide (31/12/07) –  Total market capitalisation of £99 billion (31/12/07) •  Vodafone has the unique opportunity to leverage its large and diverse global footprint to make knowledge a key competitive advantage: –  Operates in markets with different degrees of maturity – enabling opportunities to leverage knowledge from mature markets in new and emerging ones –  Combines focus on increasing operational efficiency as markets mature with a focus on innovation to become the leading total communications company –  Employs approx. 66,000 people with a wealth of experience and knowledge •  Our KM objective is to improve systematic transfer of knowledge and experience across the organization to deliver tangible benefits – by ‘connecting our people’ This presentation contains my personal and generic views which are not necessarily the views of Vodafone. 1 Developing a Shadow Organization to ‘Make the Market’ 2 May 2008
  • 3. Vodafone’s strategic objectives focus on driving performance in mature markets and growing new markets Source: Andy Halford (CFO), Citigroup European and Emerging Markets Telecoms Conference, 19 March 2008 2 Developing a Shadow Organization to ‘Make the Market’ 2 May 2008
  • 4. KM seeks to establish an effective environment that connects knowledge seekers and sources to create tangible value Knowledge Management Vision •  We are a learning organisation that learns from our past experiences, undertake experiments to learn new things and learns from other organisations –  We deliberately take some risks to learn new things –  We continuously look at other companies for inspiration and continuous improvement (operational benchmarking) •  We have optimal access to all the knowledge (past and present) within and outside Vodafone to help us do the best job possible –  Using easy-to-use tools such as a single ‘google-like’ search interface •  It is easy to find and connect with other people across the organisation who can help and provide the knowledge required –  we build on existing networks and maintain an index of our people and activities to easily create new connections when needed – in some cases we will exchange experts to fill knowledge gaps and enlarge social networks –  I can use resources when needed to overcome any language or cultural barriers •  It is part of our daily job to learn from our experiences and share this knowledge with others across the organisation –  We either indexing our activities/experience and/or codify important lessons –  We recognize that making mistakes is part of doing the job and we learn from it, rather than punishing people for it •  We realise that managing and increasing our knowledge is a unique sustainable competitive advantage and understand how it generates tangible value –  We also know how to quickly enable new acquisitions to benefit from this strategic advantage 3 Developing a Shadow Organization to ‘Make the Market’ 2 May 2008
  • 5. We look at the KM challenge in a market framework Knowledge transfer ‘market’ ‘Supply’ ‘Demand’ Needs for •  Discernable and valuable effective and things to trade efficient •  ‘Pricing’ (for reward) market: •  Exchange mechanisms •  Standards (to lower costs) •  Benefit: Reputation/recognition, •  Benefit: Problem solving, faster satisfaction solutions, resource leverage •  Cost: Codification and sharing •  Cost: Finding and adapting Knowledge transfer process Creation Capture Finding & transfer Use Functional Codify Design Deploy Measure Share Index Maintain Discover Adapt Deploy Measure Locate components People Knowledge transfer process: •  ‘Creation’ through design, deployment into a Supporting functional components: market and measurement of the outcome Process •  People –organisation/roles design, incentives, •  ‘Capture’ of learnings, through documentation or leadership and culture ‘indexing’ of activity or expertise •  Processes – working approaches and •  ‘Finding and transfer’ through some kind of performance management search, followed by the delivery from one part of •  Tools – IT systems for both data bases and the business to another, potentially using a contact/communication. system to catalogue and store knowledge; Tools •  ‘Use’ of the knowledge, typically involving adaptation, deployment and measurement 4 Developing a Shadow Organization to ‘Make the Market’ 2 May 2008
  • 6. Our upcoming deliverables currently focus on culture, communities, IT tools and knowledge quality Goals Delivery Focus I. Improve the culture of 1)  Knowledge sharing and collaboration objective embedded in performance appraisals learning, sharing and 2)  Enhanced recognition scheme launched including employee submission & voting collaborating 3)  Communication campaign executed to promote knowledge sharing & collaborative behaviour 4)  Ongoing development and coaching of existing communities II. Develop 5)  Process implemented to identify and set-up new communities Communities 6)  Improved structured knowledge and information sharing between communities 7)  Single integrated and user-friendly toolset for knowledge sharing across entire organization 8)  Single, fully comprehensive enterprise search capability III. Improve relevant IT 9)  Effective expertise finder tools 10)  Education on knowledge tools via online tutorials, communications and induction of joiners 11)  Enhanced support structure and embedded ‘power-users’ across the business 12)  Increased structured review of projects / initiatives in OpCos to identify new learnings IV. Grow the quality of 13)  Process implemented for maintaining knowledge repositories and owners identified knowledge 14)  Process implemented for vetting good and best practices 5 Developing a Shadow Organization to ‘Make the Market’ 2 May 2008
  • 7. Our 97 global knowledge communities are pivotal but differ significantly in size and structure – and overall success Communities Plot – size and structure Size Distribution of Communities ‘Leaderless <9 10.8% Group’ Number of Members (Log scale) ‘Small < 30 50.8% COMMUNITY Group’ ‘Large 30-50 7.7% Group’ 51-150 18.5% ‘Tribe’ ‘Loose > 150 12.3% Network’ Structure (1-10 Highest) 6 Developing a Shadow Organization to ‘Make the Market’ 2 May 2008
  • 8. A key element to drive the internal knowledge market is a ‘shadow organisation’ that makes the market ‘Shadow Organization’ Set-up Local Champion Local Champion Local Champion OpCo OpCo OpCo Functional KM, Functional Technology Tech. Champion* Functional KM Functional Marketing Marketing Champion* Functional KM Functional HR HR Champion* Functional KM Functional Finance Finance Champion* Functional KM Functional Other Other Champion* = ‘Knowledge Brokers’ 7 Developing a Shadow Organization to ‘Make the Market’ 2 May 2008
  • 9. Our KM programme will get a ‘new edge’ with a focus on innovation and ‘external’ collaboration in the near future Opportunities for the future – how to… : •  Foster collaboration between disparate knowledge communities to drive innovation •  Draw more knowledge from customer interaction for innovation •  Leverage knowledge from outsourcing and other partners •  Use ‘outside’ tools to link employees •  Engage with employees and partners in a context of ‘blurring’ organizational boundaries – employees now, alumni next… 8 Developing a Shadow Organization to ‘Make the Market’ 2 May 2008