Innoskart ws 121001 eng2

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This is a presentation on the role of knowledge management in clusters' success. This presentation was hold by Tibor Gyulay, executive manager of POZITEAM, on a workshop organized at INNOSKART, one of the Hungarian innovation clusters.

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  • Ez a kapcsolat a tudás és teljesítmény között alapvető a tudásmenedzsment számáraMinél többet tudunk, annál jobban teljesítünk, ha meg tudjuk találni a tudásunkat Minél többet tanulnunk saját teljesítményünkből, annál többet fogunk tudniEz egy önmagát erősítő körbe tesz minket – egy folyamatos fejlődési szakaszba – amely által folyamatosan fejlődik a tudásunk, javítva a teljesítményünket is TM, a legegyszerűbben nézve, biztosítja, hogy ez a kör bezároljon, szisztematikusan és menedzselt módon
  • Egészen alapszinten kell kezdenünk és megkülönböztetnünk a tudást az adattól és információtól. A 3 hasonló, összekapcsolódott, mégsem ugyanaz és máshogy kell őket kezelni is. A definíciók használata helyett, inkább hadd mondjuk el egy történettel. Sztori; Egy gyárban vagy és kibetűzöl egy nyomásmérő eszközt egy csövön. Azt látod rajta, hogy 25,000 psi, és péntek 5 óra van. Ez adat: nyomás, hely, idő. Bemész az ellenőrző szobába és megnézed a nyomástervét a csőnek és azt találod, hogy a nyomás gyorsan emelkedik. Ez már információ – valami történik! Kérdezd meg a résztvevőket: „Milyen tudásra van most szükségünk?” Írd a válaszaikat egy flipchartra. Kezdetben azt mondják majd, „tudnunk kell, a csőben milyenre értékeljük a nyomást”; „ez normális-e”; „hol van a vészkijárat” stb. de kérdezgesd tovább, míg valaki azt nem mondja „tudnunk kell, mit kell tegyünk”. Mondd, hogy igen és mutass rá, hogy a többi tudás (hogy ez normális-e stb.) olyan dolgok, amiket tudnod kell, de azért, hogy tudd, mit kell tenned. A hasznos tudás az, ami segít meghoznia jó döntést. A történet megmutatja, hogy szükség van adatra és információra, de a tudás valami extrát ad hozzá, nevezetesen a képességet a jó döntés meghozásához. Állj meg és kérdezd meg, van-e ennek az illusztrálásnak szerintük értelme.
  • Most kérdezd meg, mielőtt animálod a slide-ot, honnan jöhet a tudás. Írd a válaszaikat egy flipchartra. Ha befejezték, mutasd meg a válaszokat és mutasd meg a tudás két fajtáját. (plusz a 3-at, a struktúrákba ágyazott tudást)
  • Innoskart ws 121001 eng2

    1. 1. Knowledge Management for the clusters’ success Thought-provoking KDRIK workshopSzékesfehérvár, 2012.october 1-2. Tibor Gyulay
    2. 2. • More than 25 years experience in organization development andIntroduction training market (BMETibor Gyulay teacher, trainer, consultant, coach ) • Founder owner of POZITEAM • Focusing on KM during the last 5 years • Knoco Ltd. franchise partner • Successful KM projects • IAEA expert • Tudásmenedzsment és Innováció advantage! KM: competitive
    3. 3. POZITEAM – KNOCO HUNGARY INTRODUCTION• 25 years experience on the field of consultancy and organization development  KNOWLEDGE MANAGEMENT!!!• 2010: franchise contract, Knoco Ltd. (UK)• Profile: development, implementation and operation of knowledge management systems on both organizational and national (international) level• Wide range of KM training programs• Our most important references:
    4. 4. • Why is the KM important for clusters?The logical structureof the day • Experience sharing (teamwork) • Introduction to KM • Relationship between KM and innovation • KM in clusters • Cluster Management’s tasks • New community model of developing KM • Cluster Managers’ community of practice: trying KM for their own benefit.
    5. 5. Why do we gather inclusters?It is not a content response! • Common goal • It doesn’t work alone • Cooperation with synergy: 1+1>2
    6. 6. What do we put • Technologytogether?What is our common capital? • Capital goods • Infrastructure • Laborforce • Connections • Lobby • Culture • … • KNOWLEDGE
    7. 7. • There is no KM strategy:How do we manage our – Nor at the member companiesknowledge capital? – Neither in the clusterDo we it deliberately enough?Do we it professionally enough? • Knowledge processes? • Technology? • Dedicated KM performers? • It depends on the Cluster Management – Intuitive – Not complex • Limited sharing • WE DON’T EXPLOIT IT!
    8. 8. Teamwork
    9. 9. Introduction to Knowledge Management
    10. 10. Sound familiar?• ‘I’m sure I heard someone mention that to me the other day, now who was it?’• ‘Someone must have done this before - but who?’• When that guy left, he took all that knowledge with him.’• ‘It was pure luck that I met Freddy – he had just the answer I was looking for”• ‘That went very well – how do we repeat that success?’• ‘We made this mistake in our other office too’ If only we all knew what we all knew,… If only we could find that knowledge when we needed it,… If only we could never forget,… © Minden jog fenntartva.
    11. 11. Knowledge and Performance Apply Knowledge Performance Learn© Minden jog fenntartva.
    12. 12. What’s different about knowledge? Data A pressure reading, in one place, at one time Information Data structured in such a way as to “tell you something” Knowledge? What does this mean? What action should I take? © Minden jog fenntartva.
    13. 13. Where does knowledge come from?• Experience – Trial and error Tacit – Trial and success• Other People with experience• Training• Manuals Explicit• Hardwired into systems, processes and equipment © Minden jog fenntartva.
    14. 14. The flow of knowledge To...From... People Knowledge Bank Communication Collecting People Accessing Organising Knowledge Bank After Nonaka (1994) © Minden jog fenntartva.
    15. 15. Holistic model Environment PeopleProcesses Technology
    16. 16. A systematic framework Knowledge AssetsKnowledge Bank Communities Learn during Learn Learn before after People & Teams Goals Leveraging & Using Results $ Knowledge
    17. 17. The possible elements of a Knowledge Management System• Measuring and analysing • KM-friendly structure and knowledge culture of the organization• Rewarding knowledge • Master-follower sharing relationship• Learning between projects (mentor, intern) & Best Practice • Modern technology for• AAR = After Action Review cooperation• Knowledge Map • Measuring and controlling the intellectual capital• CoP = Communities of Practice • Knowledge Brokers• Professional knowledge • Social Applications banks, databanks (wiki, blog, etc)• Competency Management • Storytelling
    18. 18. Knowledge Management and Innovation Tibor Gyulay, POZITEAM – Knoco Hungary
    19. 19. The goal of this • Gaining business results fromblockKM  Innovation supporting innovation with KM tools • Unclear boundaries: KM and innovation: hand in hand! • Must to do and to change: awareness and methodology • Don’t complicate it over: Simple methods • Useful ideas, tips
    20. 20. Relationship betweenKnowledge Management • Knowledge  Performanceand Innovation • New Knowledge  InnovationAwareness of KM  growingorganizational creativity. • Knowledge sharing cultureUnclearness? It doesn’tmatter! • KM techniques, tools • Fitting in process • Technologies • „Reinvent the wheel" • Innovation Management as an important knowledge
    21. 21. Techniquessuggested by KnocoWhat is out of the training • Business Driven Action Learning • Action learning teams • Technical barrier
    22. 22. • Business Driven Action LearningKM tools in the • Action learning teamsInnovation Process • Technical barrierAwareness of KM  growingorganizational creativity. • Knowledge MapWith simple tools • Knowledge sharing forums • Idea management • Communities of prectice • Talent management • Web2 technologies • Knowledge sharing culture, motivation • Innovation as an important knowledge content!
    23. 23. What if our ownknowledge is not • Purchasing knowledgeenough?We are small but flying high. • Increasing resources • Industrial spying • Tinkering • Cooperation • Outsourcing • Crowdsourcing • (Open innovation) • Be innovative in Knowledge Management too!
    24. 24. Knowledge Management in Clusters
    25. 25. Do we need this?
    26. 26. • Is it good for the memberKM in Clusters company?Important questions and challenges • Why does it need for the cluster? • It’s sure to be expensive.  KM developer community • What kind of tasks does the Cluster Management have? • How can the Cluster Managers benefit from it? • … • Investing in the most important capital factors!
    27. 27. Benefit for the member companies derived from Knowledge Management• More efficient operating - Better decisions, faster work - Less error - Less time for searching the appropriate knowledge• More innovative organization - Knowledge integration, creativity - Knowledge sharing culture• Reducing the risk of losing knowledge - Awareness in managing the key knowledge and key people - Building experiences in the operation - Knowledge of the organization > knowledge of the individuals• More committed and more motivated staff• Quick return!
    28. 28. Benefit for the Cluster derived from KM• Synergy of the member companies’ knowledge - Learn from each other - Creative knowledge combinations - Inspiring knowledge sharing• Common developments - Product, - Technology - …• Networking relations intensify - Professional confidence - Community• Achiving profesionally one of the cluster’s basic goals.
    29. 29. The community development model• Developing a KM System is actually a big expenditure („It doesn’t work alone!”)• Joining our forces! - Share the costs! - Put together our experiences!• The work goes on in a developing team!
    30. 30. How does the developing team work? (first 6 months)Executive informative meeting for the inquiring companies.Kick off meeting for the participants („Contracting”, getting knoweach other, scheduling the program)2 days knowledge management training o Conceptual basis of the KM o Own experience exercises for learning the importance of knowledge sharing o Casestudies, succes stories o Methodological guidance o Planning KMS implementation for each organizationRegular team meeting (8-10 times)Communication, knowledge and experiance sharing (web2)Personal consultant meetings (4x2 hours)Consultant support for auditing the KM maturity of thecompany by an online survey
    31. 31. Outputs of the 1st development stage (6 months) Prepared, comitted „champions” Exact picture of the actual KM situation at the company  Existing strengths and developing areas of the KMS  Risks of losing knowledge Development proposal for KMS  Where is it worth for intervention?  How does this investment return? Realized quick win actions, started (completed) pilot projects  Demonstrable results!!! Proposal for developing the cluster’s KM activities
    32. 32. The communitydeveleloping KMS 1. The member company gainsmodell from the benefit of the more efficient management of knowledge capital and more mature knowledge culture 2. We can get better results in a cheaper way! 3. As a „by-product” knowledge sharing inside the cluster also gets better!
    33. 33. Tasks of the Cluster Management in the Knowledge Management• Recognise the exact opportunities where KM can help to achieve the cluster’s goals.• Agree with the member companies on the KM goals and the intergation level of the KM Systems.• Integrate the knowledge processes into the cluster’s operation.• Build up the cluster’s knowledge sharing technology (SharePoint?).• Determine the KM roles and prepare the members.• The implementation of the KMS for the cluster.• Bulid up a supportive and inspiring culture of knowledge sharing.• The operation and continuous development of the KMS.
    34. 34. Cluster Managers’ • Why now do we speak aboutCommunity of PracticeHow can we benefit from the this?Knowledge Managementpersonally? • What are the Communities of Practice? • How could the CoP of CM work? • What can the POZITEAM – Knoco Hungary add to this? • Next steps
    35. 35. The relevance of the Topic• 13 personal interview with the organizations of the Cluster Management  The proficiency level of the Cluster Management has a key role in the success of the cluster.  Great experiance has been collected during the last time.  The majority would be happy if they can share their knowledge with other Cluster Managers.• There is a very low proportion of clusters working well.• The MAG Zrt. has also recognised the neccesity of the communication between Cluster Managers.• Teh efficiency of knowledge transfer and the sustainability of the community can be raised by the state-of-the-art KM techniquies.
    36. 36. What are the Communities of Practice?- Group of people with common professional interest- The main target is personal learning- Knowledge transfer (personal meetings and knowledge sharing platforms)
    37. 37. What can POZITEAM add to this?• Participation in the process of preparing the program, forming the conception and buliding up the operatioanl model.• Moderator role in launhing the community – organising and moderate the start occasion after our ‚Community launch’ training worked out especially for this purpose• Work out the requirements on a knowledge sharing platform and support the implementation (or maybe managing the entire build- up and launch process).• Consultative support of the operative organizer team and the core of the community (until the operation stabilizes).• Methodological support at the knowledge sharing events or the moderation of it if it is neccesary.• Work out the suggestions for developing the community according to the operatioanl experiences.
    38. 38. Next steps• Involve the critical mass (10-12 people) in the conception.• Work out the starting conception• Aquire the support of MAG Zrt.• Organize the launch meeting• Examine the support possibilities• Launch the communication and knowledge sharing platform• Community launch meeting• Successful CoP

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