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1. Necessary ressources.
2. Necessary knowledge.
3. Client demands.
The Future of
Business is
Sharing
2
Fossil collection from the
1930s.
3
In the 1930s, knowledge
could be segregated into
matchboxes .
1. Necessary ressources.
2. Necessary knowledge.
3. Client demands.
Knowledge was power.
Reserved to the elite.
5
Knowledge could still be
described in full.
6
Today’s organisations look like
the fossil collection.
7
- overstructured
- clear delineations

- silos that don’t work together
- knowledge is not shared across
the partition ...
 In the past ...
— it was OK not to work with other departments.
— it was OK to focus mainly on stocking knowledge.
— it ...
 In the past ...
— it was OK not to work with other departments.
— it was OK to focus mainly on stocking knowledge.
— it ...
10
Information
flows
Isn’t it absurd
that organisations do not actively encourage their
employees to take part in information flows,
while orga...
12
Thorough-going information exchanges contribute to:
Organizational agility
Learning agility
Sustainable employability
The Middle Ages ? Our hierarchical
structures =
feudal system.
The Middle Ages ?
Employees = serfs.
Clients = serfs.
In the old system forecasting has
always been crucial.
1. Necessary ressources
2. Necessary knowledge
3. Client demands
In the old system forecasting has
always been crucial.
1. Necessary ressources
2. Necessary knowledge
3. Client demands
Off course: forecasting still is important.
But ... it is no longer possible to
forecast all the knowledge that is
necessa...
18
Knowledge
stocks are
still
important
...
But no longer
enough.
1. Necessary ressources.
2. Necessary knowledge.
3. Client demands.
Employees should
engage actively in
communities.
Commu...
20
Active engagement
in social networks is crucial.
Active engagement
in social networks is crucial.
- Easy access to information
- Easy access to intelligent people
- Easy a...
Active engagement
in social networks is crucial.
- Say goodbye to incestuous R&D
23
Serendipity
< making discoveries by accident of
things which you were not in quest of >
You need the right culture to be
able to work in networked
structures.
1. Necessary ressources.
2. Necessary knowledge.
3. Client demands.
Trust
Everybody has the right
to speak
Vulnerability
F...
1. Necessary ressources.
2. Necessary knowledge.
3. Client demands.
All information flows.
 It will not stop at the bound...
Permeability of the organization
 The idea of the organization as an independent whole =
obsolete.
 What is inside and w...
How should your company
innovate?
While the key to succesful
innovation once lay in the
controlled environment of
the corp...
Rather then relying entirely
on internal ideas to advance
the business, an “open”
approach to innovation
leverages interna...
Paradigm shift
As it used to be ... How it will be ...
Predictability Uncertainty
Control & command Vulnerability
Hierarch...
And both push and pull
will always be needed...
32
33
Organizations as they used
to be ...
Boxes on the organization
chart are completely
segregated beforehand. We
push empl...
34
Organization
in “pull”
approach.
35
Marketing
Mailings
Brochures
Cold calls
Marketing
Content marketing
Social gravity
36
Strong content marketing ensures that clients come to you
= “social gravity”.
37
Clients’ demands
We are able to forecast the
client’s demands.
Client’s demands
We listen to the information
flow that ...
39
HR
HR knows all the staff’s
learning needs and designs
trajectories itself.
HR
HR encourages people to go in
search of ...
 The following organizations encourage knowledge sharing.
 What are the lessons learned?
40
1. Necessary ressources.
2. Necessary knowledge.
3. Client demands.
1. Necessary ressources.
2. Necessary knowledge.
3. Client demands.
Do not focus on technology.
It’s more about culture
an...
43
Build
conditions so
that people
feel
comfortable
about
sharing.
Reward
people for
sharing.
1. Necessary ressources.
2. Necessary knowledge.
3. Client demands.
Make sure
executives
participate.
1. Necessary ressources.
2. Necessary knowledge.
3. Client demands.
Mix formal and
informal
communities.
47
Ambassadors
Community managers
48
Online working
does not replace
offline activities.
49
Knowledge is still
power.
Sharing knowledge
makes
you even more
powerful.
Bent u op zoek naar ...
 korte kick-in-the ass sessies over “The Future of Work”.
 workshops voor leidinggevenden over h...
Bent u op zoek naar ...
51
Opleidingen om Het Nieuwe Werken te implementeren
http://opleidingen.kluwer.be/event/heniwnb/op...
1. Necessary ressources.
2. Necessary knowledge.
3. Client demands.
isabel.declercq@kluwer.be
0477 87 24 69
The future of business is sharing
The future of business is sharing
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The future of business is sharing

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About the importance of knowledge sharing. And why it is still difficult. Link with open innovation.

The future of business is sharing

  1. 1. 1. Necessary ressources. 2. Necessary knowledge. 3. Client demands. The Future of Business is Sharing
  2. 2. 2 Fossil collection from the 1930s.
  3. 3. 3 In the 1930s, knowledge could be segregated into matchboxes .
  4. 4. 1. Necessary ressources. 2. Necessary knowledge. 3. Client demands. Knowledge was power. Reserved to the elite.
  5. 5. 5 Knowledge could still be described in full.
  6. 6. 6 Today’s organisations look like the fossil collection.
  7. 7. 7 - overstructured - clear delineations  - silos that don’t work together - knowledge is not shared across the partition walls
  8. 8.  In the past ... — it was OK not to work with other departments. — it was OK to focus mainly on stocking knowledge. — it was OK to protect knowledge from the outside world. 8
  9. 9.  In the past ... — it was OK not to work with other departments. — it was OK to focus mainly on stocking knowledge. — it was OK to protect knowledge from the outside world.  Now ... — we are living in a fundamentally different world. — information flows across all boundaries. — stocking information is still important but no longer enough. 9
  10. 10. 10 Information flows
  11. 11. Isn’t it absurd that organisations do not actively encourage their employees to take part in information flows, while organisations participate in a context where everything is in fact flowing
  12. 12. 12 Thorough-going information exchanges contribute to: Organizational agility Learning agility Sustainable employability
  13. 13. The Middle Ages ? Our hierarchical structures = feudal system.
  14. 14. The Middle Ages ? Employees = serfs. Clients = serfs.
  15. 15. In the old system forecasting has always been crucial. 1. Necessary ressources 2. Necessary knowledge 3. Client demands
  16. 16. In the old system forecasting has always been crucial. 1. Necessary ressources 2. Necessary knowledge 3. Client demands
  17. 17. Off course: forecasting still is important. But ... it is no longer possible to forecast all the knowledge that is necessary for the business to operate.
  18. 18. 18 Knowledge stocks are still important ... But no longer enough.
  19. 19. 1. Necessary ressources. 2. Necessary knowledge. 3. Client demands. Employees should engage actively in communities. Communities with strong and weak ties.
  20. 20. 20 Active engagement in social networks is crucial.
  21. 21. Active engagement in social networks is crucial. - Easy access to information - Easy access to intelligent people - Easy access to great ideas
  22. 22. Active engagement in social networks is crucial. - Say goodbye to incestuous R&D
  23. 23. 23 Serendipity < making discoveries by accident of things which you were not in quest of >
  24. 24. You need the right culture to be able to work in networked structures.
  25. 25. 1. Necessary ressources. 2. Necessary knowledge. 3. Client demands. Trust Everybody has the right to speak Vulnerability Failure tolerant leadership
  26. 26. 1. Necessary ressources. 2. Necessary knowledge. 3. Client demands. All information flows.  It will not stop at the boundaries of your organization.  Permeability of the organization
  27. 27. Permeability of the organization  The idea of the organization as an independent whole = obsolete.  What is inside and what is outside ? Not clear anymore. — Co-creation with clients — Diversified workforce / open talent economy. — Open innovation (e.g. IMEC)
  28. 28. How should your company innovate? While the key to succesful innovation once lay in the controlled environment of the corporate laboratory, today the widespread distribution of useful knowledge makes such control unfeasible. Competitive advantage now often comes from leveraging the discoveries of others. “ “
  29. 29. Rather then relying entirely on internal ideas to advance the business, an “open” approach to innovation leverages internal and external sources of ideas. “ “
  30. 30. Paradigm shift As it used to be ... How it will be ... Predictability Uncertainty Control & command Vulnerability Hierarchical thinking Adult working relationship Push Pull
  31. 31. And both push and pull will always be needed... 32
  32. 32. 33 Organizations as they used to be ... Boxes on the organization chart are completely segregated beforehand. We push employees into them. Organizations as they should be in the future ... Organizations are platforms that draw people in and bring them together. Organizations enable people to connect with others.
  33. 33. 34 Organization in “pull” approach.
  34. 34. 35 Marketing Mailings Brochures Cold calls Marketing Content marketing Social gravity
  35. 35. 36 Strong content marketing ensures that clients come to you = “social gravity”.
  36. 36. 37 Clients’ demands We are able to forecast the client’s demands. Client’s demands We listen to the information flow that the clients themselves produce, so that we can discover the client’s needs.
  37. 37. 39 HR HR knows all the staff’s learning needs and designs trajectories itself. HR HR encourages people to go in search of answers to their own learning needs.
  38. 38.  The following organizations encourage knowledge sharing.  What are the lessons learned? 40
  39. 39. 1. Necessary ressources. 2. Necessary knowledge. 3. Client demands.
  40. 40. 1. Necessary ressources. 2. Necessary knowledge. 3. Client demands. Do not focus on technology. It’s more about culture and leadership.
  41. 41. 43 Build conditions so that people feel comfortable about sharing.
  42. 42. Reward people for sharing.
  43. 43. 1. Necessary ressources. 2. Necessary knowledge. 3. Client demands. Make sure executives participate.
  44. 44. 1. Necessary ressources. 2. Necessary knowledge. 3. Client demands. Mix formal and informal communities.
  45. 45. 47 Ambassadors Community managers
  46. 46. 48 Online working does not replace offline activities.
  47. 47. 49 Knowledge is still power. Sharing knowledge makes you even more powerful.
  48. 48. Bent u op zoek naar ...  korte kick-in-the ass sessies over “The Future of Work”.  workshops voor leidinggevenden over het stimuleren van kennisdeling.  workshop over het stimuleren van het gebruik van een social intranet.  work-outs van 1 uur “I start to Twitter” en “I start to LinkedIn”.  public Speaker over “The Future of Work” “Agility” “Resilience” Contacteer isabel.declercq@kluwer.be. 0477 87 24 69 50
  49. 49. Bent u op zoek naar ... 51 Opleidingen om Het Nieuwe Werken te implementeren http://opleidingen.kluwer.be/event/heniwnb/opleidingen.html Opleidingen over Social Media http://opleidingen.kluwer.be/nl/Training/OpenOpleidingen/221/
  50. 50. 1. Necessary ressources. 2. Necessary knowledge. 3. Client demands. isabel.declercq@kluwer.be 0477 87 24 69

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