Ron Young 25 06 08 Bali Apo Learning Organizations

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A presentation by Ron Young in Bali, Indonesia to the Asian Productivity Organization study group on 'Learning Organizations

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  • Key Messages: Transition:
  • Ron Young 25 06 08 Bali Apo Learning Organizations

    1. 1. <ul><li>Study Meeting on Learning Organizations </li></ul><ul><li>Ron Young, CKO, Knowledge Associates International </li></ul><ul><li>24-27 th June 2008, Bali, Indonesia </li></ul>
    2. 2. Knowledge Asset Management <ul><li> </li></ul>
    3. 3. BSI Guide to Good Practices <ul><li>Common Approaches and KM Standards </li></ul>
    4. 4. KM Consulting & Education Cambridge, UK KA Academy Nr Toulouse, SW France
    5. 5. www.knowledge-management-online.com
    6. 6. http://km-consulting.blogspot.com
    7. 7. “ The most important, and indeed truly unique, contribution of management in the 20 th century was the fifty-fold increase in the productivity of the manual worker in manufacturing. The most important contribution management needs to make in the 21 st century is similarly to increase the productivity of knowledge work and the knowledge worker” Peter F. Drucker
    8. 8. Progress in 30 years?
    9. 9. Learning Organizations, KM and Web 2.0?
    10. 10. Timeless Business Principles
    11. 11. Timeless Business Principles Productivity
    12. 12. Timeless Business Principles Productivity Relations
    13. 13. Timeless Business Principles Productivity Relations Quality
    14. 14. Timeless Business Principles Productivity Relations Quality Learning & Knowledge
    15. 15. Why? Productivity Relations Quality Learning and Knowledge
    16. 16. Timeless Business Principles Increase Sales
    17. 17. Timeless Business Principles Increase Sales Reduce Costs
    18. 18. Timeless Business Principles Increase Sales Reduce Costs Increase Profit/Value
    19. 19. Timeless Business Principles Increase Sales Reduce Costs Increase Value Learning and Knowledge
    20. 20. Timeless, Changeless Business Principles (Business Wisdom)
    21. 21. Timeless, Changeless Business Principles (Business Wisdom) + application of the best of the emerging and changing strategies, methods, tools and technologies
    22. 22. Timeless, Changeless Business Principles (Business Wisdom) + application of the best of the emerging and changing strategies, methods, tools and technologies = extraordinary value
    23. 23. APO KM Definition KM is an integrated approach of creating, sharing and applying knowledge to enhance organizational productivity, profitability and growth .
    24. 24. Competencies and Success Factors <ul><li>1. What are the key competencies for the Organization that will deliver extraordinary value? </li></ul><ul><li>2. What are the risk factors (Critical success factors)? </li></ul><ul><li>3. How can we best develop these key competencies and continually innovate for the future? </li></ul>
    25. 25. “ A competence is the efficient, effective and proper application of skills based on appropriate knowledge ”
    26. 26. The link between knowledge, skills, attitude and competencies Knowledge Skills Attitude Academic Competencies Management Source: Upside Down management Lorriman, Young, Kalinauckas McGraw Hill 1995
    27. 27. Levels of Competence <ul><li>Level 1: Is aware of the key competence standard required </li></ul><ul><li>Level 2: Can frequently achieve the required standard of key competence </li></ul><ul><li>Level 3: Can consistently achieve the required level of key competence </li></ul><ul><li>Level 4: Can develop others in the key competence </li></ul><ul><li>Level 5: Can take corrective action to redefine the key competence if necessary </li></ul><ul><li>Level 6: Can achieve World Class competence </li></ul>
    28. 28. Learning Organizations and Knowledge Management? Personal learning Learning Organizations
    29. 29. KM Solutions Overview KM Executive Briefings, Master Classes and Workshops – Principles, Strategies, Processes, Practices, Methods, Tools and Technologies Stage 1 - KM Strategy Planning & KM Audit Stage 2 - Develop the K Based Organisation Stage 3 – Implement & Knowledge Asset Measurement System High level Frameworks & Knowledge Portals KM Process/Applications/Components Library Knowledge Server KM Team Roles & Responsibilities Critical K Worker skills What? Why? How? How? Who? Where? When? KM Consulting KM Systems & Tools K Worker Training KM Education
    30. 30. Learning Organizations and Knowledge Management? Personal learning Learning Organizations Organizational Knowledge Management Personal learning
    31. 31. Learning Organizations and Knowledge Management? Personal learning Learning Organizations Organizational Knowledge Management Personal learning HR Driven IT Driven
    32. 32. APO KM Framework O UTCOMES KNOWLEDGE P ROCESS A CCELERATORS People Processes Leadership Technology Quality Profitability Productivity Growth Team Capability Organizational Capability Individual Capability Learning Innovation Learning Innovation Societal Capacity Vision Mission Create Share Apply Identify Store
    33. 33. Knowledge Process, Learning & Innovation Learning Innovation Learning Innovation Create Share Apply Identify Store
    34. 34. Knowledge Processes Create Share Apply Identify Store
    35. 35. Knowledge Process <ul><li>1. Identifying Learning & Knowledge </li></ul><ul><li>2. Create new Learning & Knowledge </li></ul><ul><li>3. Storing Learning & Knowledge </li></ul><ul><li>4. Share Learning & Knowledge </li></ul><ul><li>5. Apply Learning & Knowledge </li></ul>
    36. 36. “ What key areas of learning and knowledge, if they could be much better managed, would make a big difference to achieving/exceeding our objectives over the next few years &quot;
    37. 37. Knowledge Process <ul><li>1. Identifying Learning & Knowledge </li></ul><ul><li>2. Create new Learning & Knowledge </li></ul><ul><li>3. Storing Learning & Knowledge </li></ul><ul><li>4. Share Learning & Knowledge </li></ul><ul><li>5. Apply Learning & Knowledge </li></ul>
    38. 38. Knowledge Assets and IC
    39. 39. Knowledge Asset Management 90m ? 10m 90m 10m MA SA HA FA MA SA HA FA
    40. 40. 4 Modes of Knowledge Transfer Tacit to Explicit Explicit to Explicit Explicit to Tacit Tacit to Tacit Externalization Internalization Combination Socialization Source: The Knowledge Creating Company Nonaka & Takeuchi Knowledge Amplification
    41. 41. Creativity & Innovation Ideas & Insights Creativity
    42. 42. Creativity & Innovation Ideas & Insights Creativity Innovation Harvesting
    43. 43. Creativity & Innovation Ideas & Insights Creativity Innovation Harvesting Divergent Process Convergent Process
    44. 44. Learning / After Action Review <ul><li>What were the Objectives? </li></ul><ul><li>What did we actually achieve? </li></ul><ul><li>Why were there differences? </li></ul><ul><li>What can we learn from this? </li></ul><ul><li>What can we do better next time? </li></ul><ul><li>What actions could we take? </li></ul><ul><li>Can we celebrate progress & successes? </li></ul>
    45. 45. What new learnings, ideas, insights have we had today? Is this critical new knowledge for the Organisation?
    46. 46. From ‘episodic’ learning to ‘continuous learning’ From ‘episodic innovation’ to ‘continuous innovation’
    47. 47. Knowledge Process <ul><li>1. Identifying Learning & Knowledge </li></ul><ul><li>2. Create new Learning & Knowledge </li></ul><ul><li>3. Storing Learning & Knowledge </li></ul><ul><li>4. Share Learning & Knowledge </li></ul><ul><li>5. Apply Learning & Knowledge </li></ul>
    48. 48. “ The Web has radically and fundamentally changed the economics, processes and tools of knowledge&quot;
    49. 49. Knowledge Management and Web 2.0?
    50. 50. Knowledge Portal www.eol.org
    51. 51. Knowledge Process <ul><li>1. Identifying Learning & Knowledge </li></ul><ul><li>2. Create new Learning & Knowledge </li></ul><ul><li>3. Storing Learning & Knowledge </li></ul><ul><li>4. Share Learning & Knowledge </li></ul><ul><li>5. Apply Learning & Knowledge </li></ul>
    52. 52. People & Knowledge Sharing (70% of the KM effort)
    53. 53. Fear vs Trust <ul><li>Protective of ideas & knowledge Open and sharing ideas & knowledge </li></ul><ul><li>No Loyalty High Loyalty </li></ul><ul><li>Short Term & impatient Long Term & patient </li></ul><ul><li>Disrespect & political Respect & supportive </li></ul><ul><li>Individual & isolated Inter-connected by networks & teams </li></ul><ul><li>Independent Inter-dependent </li></ul><ul><li>Non communicative Open, frequent communications </li></ul><ul><li>- and 'one way' - and 'two way‘ feedback </li></ul><ul><li>Uninformed Informed </li></ul><ul><li>Feel no responsibility Feel responsible </li></ul><ul><li>Disempowered Empowered </li></ul><ul><li>Scarcity mentality Abundance mentality </li></ul>
    54. 54. KM Principles - Trust Trust
    55. 55. &quot;Trust is the lifeblood of an organization and is the highest form of human motivation. People work together most effectively when they trust each other&quot; Stephen Covey 'The Seven Habits of Highly Effective People'
    56. 56. KM Principles - Communicate Trust Communicate
    57. 57. &quot;Open Communications increases confidence, builds Trust, and naturally leads to a desire to co-operate and collaborate&quot; Communication - the exchange of information Collaboration - creating synergy, shared understanding and innovating together
    58. 58. KM Principles - Learn Trust Communicate Learn
    59. 59. &quot;Rapid Learning increases competence, builds greater Trust, and naturally leads to a desire to share&quot;
    60. 60. KM Principles – Share Knowledge Communicate Learn Share Knowledge Trust
    61. 61. KM Principles Trust
    62. 62. KM Principles Communicate Trust
    63. 63. KM Principles Communicate Learn Trust
    64. 64. KM Principles Communicate Learn Share Trust
    65. 65. Knowledge Process <ul><li>1. Identifying Learning & Knowledge </li></ul><ul><li>2. Create new Learning & Knowledge </li></ul><ul><li>3. Storing Learning & Knowledge </li></ul><ul><li>4. Share Learning & Knowledge </li></ul><ul><li>5. Apply Learning & Knowledge </li></ul>
    66. 66. Knowledge on the Web
    67. 67. &quot;Knowledge Management is the discipline of enabling individuals, teams and entire organisations to collectively and systematically capture, store, create, share and apply knowledge, to better achieve their objectives&quot;
    68. 68. &quot;Knowledge Management is the discipline of enabling individuals, teams and entire organisations to collectively and systematically capture, store, create, share and apply knowledge, to better achieve their objectives&quot;
    69. 69. Knowledge Asset Framework Developed by the Know-Net Consortium 1998 – 2000 Enhanced by Knowledge Associates 2001
    70. 70. www.knowledge-management-online.com
    71. 71. <ul><li>Study Meeting on Learning Organizations </li></ul><ul><li>Ron Young, CKO, Knowledge Associates International </li></ul><ul><li>24-27 th June 2008, Bali, Indonesia </li></ul>
    72. 72. APO KM Framework O UTCOMES KNOWLEDGE P ROCESS A CCELERATORS People Processes Leadership Technology Quality Profitability Productivity Growth Team Capability Organizational Capability Individual Capability Learning Innovation Learning Innovation Societal Capacity Vision Mission Create Share Apply Identify Store
    73. 73. 4 Dimensions of a Learning and Knowledge Based Organization <ul><li>1. Individual Capability </li></ul><ul><li>2. Team Capability </li></ul><ul><li>3. Organizational Capability </li></ul><ul><li>4. Societal Capacity </li></ul>
    74. 74. Integrating Distributed Knowledge <ul><li>Adaptive knowledge infrastructure is in place </li></ul><ul><li>Knowledge resources identified and shared appropriately </li></ul><ul><li>Timely knowledge gets to the right person to make decisions </li></ul><ul><li>Intelligent tools for authoring through archiving </li></ul><ul><li>Cohesive knowledge development between JPL, its partners, and customers </li></ul>NASA Knowledge Management Roadmap <ul><li>Instrument design is semi-automatic based on knowledge repositories </li></ul><ul><li>Mission software auto-instantiates based on unique mission parameters </li></ul><ul><li>KM principles are part of culture </li></ul><ul><li>KM practices are supported by layered COTS products </li></ul><ul><li>Remote data management allows spacecraft to self-command </li></ul><ul><li>Knowledge gathered any place from hand-held devices using standard formats on interplanetary Internet </li></ul><ul><li>Expert systems on spacecraft analyze and upload data </li></ul><ul><li>Autonomous agents operate across existing sensor and telemetry products </li></ul><ul><li>Industry and academia supply spacecraft parts based on collaborative designs derived from NASA’s knowledge system </li></ul>Capturing Knowledge Sharing Knowledge <ul><li>MarsNet </li></ul><ul><li>Mars Exploration Rovers </li></ul><ul><li>Space Interferometry Mission </li></ul>Enables capture of knowledge at the point of origin, human or robotic, without invasive technology Enables seamless integration of systems throughout the world and with robotic spacecraft Enables sharing of essential knowledge to complete Agency tasks Modeling Expert Knowledge <ul><li>Systems model experts’ patterns and behaviors to gather knowledge implicitly </li></ul><ul><li>Seamless knowledge exchange with robotic explorers </li></ul><ul><li>Planetary explorers contribute to their successor’s design from experience and synthesis </li></ul><ul><li>Knowledge systems collaborate with experts for new research </li></ul><ul><li>Interstellar missions </li></ul><ul><li>Permanent lunar and Martian colonies </li></ul><ul><li>Europa Lander/Submersible </li></ul><ul><li>Titan Organics: Lander/Aerobot </li></ul><ul><li>Neptune Orbiter/Triton Observer </li></ul><ul><li>Mars robotic outposts </li></ul><ul><li>Comet Nucleus Sample Return </li></ul><ul><li>Saturn Ring Observer </li></ul><ul><li>Terrestrial Planet Finder </li></ul>2003 2007 2010 2025 Enables real-time capture of tacit knowledge from experts on Earth and in permanent outposts http:// km.nasa.gov Jeanne Holm, Chief Knowledge Architect NASA/Jet Propulsion Laboratory
    75. 75. APO KM Framework O UTCOMES KNOWLEDGE P ROCESS A CCELERATORS People Processes Leadership Technology Quality Profitability Productivity Growth Team Capability Organizational Capability Individual Capability Learning Innovation Learning Innovation Societal Capacity Vision Mission Create Share Apply Identify Store
    76. 76. The Next Ten Years - Key Challenges <ul><li>substantially increase the productivity of knowledge working, at least, 50 fold </li></ul><ul><li>exponentially develop global knowledge sharing networks & relations </li></ul><ul><li>dramatically improve quality </li></ul><ul><li>Continuous radical knowledge creation and innovation </li></ul><ul><li>leadership aligned to the timeless principles </li></ul><ul><li>Applying the best strategies, tools and technologies </li></ul>
    77. 77. www.knowledge-management-online.com http://km-consulting.blogspot.com [email_address]

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