Seminor  innovation mgt. & creativity
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Seminor innovation mgt. & creativity

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  • Knowledge is created by the interaction of experience with information . Fundamentally, there are two types of knowledge: explicit and tacit (read definitions/examples from slide) Our bookshelves, libraries, and the internet are full of explicit knowledge. Of the two knowledge types, it is the easier type to access. Tacit knowledge, on the other hand, is described as ‘know-how’…it’s what you and I carry around in our heads…the result of years of learning and experience. Tacit knowledge is much harder to harness and can very easily walk out of the door! Think about the gap that is often created when a key person at HCC leaves or retires. Years of experience, wisdom, professional relationships, etc. go with him/her and are lost to the organization. Tacit knowledge is often also the most valuable because it is difficult for others to replicate and is often the source of competitive advantage…
  • Knowledge is created by the interaction of experience with information . Fundamentally, there are two types of knowledge: explicit and tacit (read definitions/examples from slide) Our bookshelves, libraries, and the internet are full of explicit knowledge. Of the two knowledge types, it is the easier type to access. Tacit knowledge, on the other hand, is described as ‘know-how’…it’s what you and I carry around in our heads…the result of years of learning and experience. Tacit knowledge is much harder to harness and can very easily walk out of the door! Think about the gap that is often created when a key person at HCC leaves or retires. Years of experience, wisdom, professional relationships, etc. go with him/her and are lost to the organization. Tacit knowledge is often also the most valuable because it is difficult for others to replicate and is often the source of competitive advantage…
  • Knowledge is created by the interaction of experience with information . Fundamentally, there are two types of knowledge: explicit and tacit (read definitions/examples from slide) Our bookshelves, libraries, and the internet are full of explicit knowledge. Of the two knowledge types, it is the easier type to access. Tacit knowledge, on the other hand, is described as ‘know-how’…it’s what you and I carry around in our heads…the result of years of learning and experience. Tacit knowledge is much harder to harness and can very easily walk out of the door! Think about the gap that is often created when a key person at HCC leaves or retires. Years of experience, wisdom, professional relationships, etc. go with him/her and are lost to the organization. Tacit knowledge is often also the most valuable because it is difficult for others to replicate and is often the source of competitive advantage…
  • Knowledge is created by the interaction of experience with information . Fundamentally, there are two types of knowledge: explicit and tacit (read definitions/examples from slide) Our bookshelves, libraries, and the internet are full of explicit knowledge. Of the two knowledge types, it is the easier type to access. Tacit knowledge, on the other hand, is described as ‘know-how’…it’s what you and I carry around in our heads…the result of years of learning and experience. Tacit knowledge is much harder to harness and can very easily walk out of the door! Think about the gap that is often created when a key person at HCC leaves or retires. Years of experience, wisdom, professional relationships, etc. go with him/her and are lost to the organization. Tacit knowledge is often also the most valuable because it is difficult for others to replicate and is often the source of competitive advantage…
  • Better, quicker, faster, cheaper…these are the challenges and demands of our times…the so-called information age. Never before have we had access to so much information and never before have we had so little time for assimilation, reflection, and study. When it comes to the knowledge “explosion”, Catherine the Great foretold our condition…our abundance can be both a blessing and a curse. A human-centered approach, KM melds people, processes and technology to foster “imagination” and alleviate the “pain”.
  • What is it that we are talking about when we discuss systematically managing or sharing knowledge? It is the discipline & framework that helps an organization capture, acquire, package and share “what we know”.
  • What is it that we are talking about when we discuss systematically managing or sharing knowledge? It is the discipline & framework that helps an organization capture, acquire, package and share “what we know”.
  • The transition into the knowledge era means that knowledge has become the core resource, capability and asset for many organisations, it is the competitive edge – using and leveraging knowledge supports winning organisations. According to Etienne Wenger, a key thinker in the area of organisations and knowledge ‘Knowledge has become the key to success it is simply to valuable a resource to be left to chance’ It is against this background that Knowledge management has emerged from a variety of other disciplines, such as human resource management, IT, information management and communications.  Its foundations lie in the management of explicit knowledge including information, documents and records as well as the management of tacit knowledge including networks, skills transfer and learning.  Its strength lies in its power to combine the organisational elements of people, content, process and technology into a coherent approach to address gaps in organisational capability.
  • As an institution of higher education, we fully realize that knowledge is our key asset. The practice of KM is particularly appropriate. The democratization of data and the sharing of information encourages people at all levels to contribute, participate, interact, grow and learn. (Read bullets from slide…)

Seminor  innovation mgt. & creativity Seminor innovation mgt. & creativity Presentation Transcript

  • Innovation & Knowledge Management Mr. mohamed jameer 1 st MBA , SAEC, Ramanathapuram.
  • Introduction
    • Innovation is more than a good idea
    • It is the process that takes a good idea, improves it and implements it.
      • Purpose
      • Commitment
      • Ability
      • Support
  • What is Innovation?
    • Innovation means renewal or alter
    • Prerequisite for innovation is the dissatisfaction with the current status and an inquisitive mind
  • Defining Innovation, Creativity & Intelligence
    • Innovation is using an existing idea for a laterally different purpose or application
    • Creativity is doing things that has not been done before
    • Intelligence is the ability to learn and think
  • Managing Creativity
    • "If you do not know where you are going, you will not know when you arrive." – conventional view
    • "If I knew what I was doing, it would not be research." – unorthodox view
  • What are innovation drivers? Inno vations Market Pull Technology Push Society demand Main focus: Innovations based on own technologies and on market knowledge Main focus: Innovation trends backed by governmental funds and regulations
  • Thinking provides knowledge, Knowledge makes you great. Dr. APJ Abdul Kalam Honorable President of India from annual address at Saurashtra University, Rajkot, Gujarat
  • The Role of Creativity
    • The creation, diffusion and use of knowledge have become the vital
    • ingredient in economic growth and
    • change. The innovation-driven economy builds upon these
    • processes. (OECD, 2002)
  • Knowledge is more than knowing
    • Who do you hire?
    • Worker who knows how to operate a machine but does pick up new skills?
    • One who knows how to learn independently but not familiar with the machine?
    • Your brand of machine will change !!! Skills are easier to acquire than attitude !!!
  • Managing knowledge
    • ‘ Knowledge has become the key to success, it is simply to valuable a resource to be left to chance’ (Wenger)
    Knowledge management (KM) is : ‘ A trans-disciplinary approach to improving organisational outcomes and learning, through maximising the use of knowledge’
  • Why manage knowledge
    • Enables effective and timely decision-making
    • Fosters creativity & innovation
    • Enhances communication
    • Supports culture of learning, customer-focus, and moving from “good” to “best”
  • Are we open to new ideas?
    • Is your company open and receptive to new ideas?
    • What happens when someone comes up with an idea?
    • What sort of reaction do new ideas get form the rest of the organisation?
    • We tried all that before, It is too expensive,……
  • Getting Innovation started
    • Innovation is like juggling. The organisation needs to focus on purpose, commitment, ideas and support
    • Most companies are not short of ideas. What they lack is the commitment of others, the weight required to overcome the obstacles
    • Innovation needs people who think in different ways
    • People who are good at problem solving and analysis
    • People who are capable of following hunches and convert them into ideas
    • People who are capable of implementing them
    • Innovation will fail if it is left to a creative few
  • Support
    • Improve company memory
      • Too many good ideas are lost before they see the light of the day
      • We should keep a record of the ideas. They may be full of stuff with little value but some gems may be hidden!!!
    • Give people time
    • Risk taking ability to be fostered
    • People should enjoy the innovation process
    • Networking ability
      • Be good at remembering faces and names
      • Make yourself available to others
      • Ask for help from coworkers and not managers
      • Become aware of the informal communication channels
  • Celebration and Rewards
    • Publicity and celebration of success are key to promote the innovation process
    • Recognition is the key to motivate the people.
    • Apart from tangible rewards, recognition is also a very nice way of recognition
  •  
  • Thanks