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iKMS KM TALK on 26 June 2015: KM Change Leadership by Dr. Karuna Ramanathan

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iKMS KM TALK on 26 June 2015: KM Change Leadership by Dr. Karuna Ramanathan

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As knowledge practitioners, we have known all the while that harnessing knowledge remains critical for workforce competitiveness and organisational success, as complexity and unpredictability engulf organisations. At the national level, government has initiated the SMART NATION programme, to leverage on technology to improve our lives. At a personal level, we know that if as leaders, manager and workers, we do not know what we know, if we do not know what we do not know and/or if we think we know all there is to know, chances are we will not be able to compete effectively.

Success in knowledge management (KM) was traditionally about systems, technologies and platforms. Today, KM is everybody’s problem but no one’s direct responsibility. A closer study of KM suggests that it is increasingly about getting the balance right in structural and behavioural changes within organisations. Today, KM must work in concert with leadership, learning, and growth strategies. Tomorrow KM will be about sustainable organisational development (OD). It will be about understanding and implementing Change Leadership within the organisation. This presentation will walk the audience through why effective KM requires re-balancing leadership and learning within organisations, and how these relate to the ancient Aristotelian philosophy of Ethos, Pathos and Logos. Originally posited as a frame for argumentation, the intellectual, emotional and physical aspects that concern knowledge creation, transfer and integration are examined. This presentation will conclude with the argument that today, KM is part of Organisational Development, and that Change Leadership will play an important part in KM success in organisations.

As knowledge practitioners, we have known all the while that harnessing knowledge remains critical for workforce competitiveness and organisational success, as complexity and unpredictability engulf organisations. At the national level, government has initiated the SMART NATION programme, to leverage on technology to improve our lives. At a personal level, we know that if as leaders, manager and workers, we do not know what we know, if we do not know what we do not know and/or if we think we know all there is to know, chances are we will not be able to compete effectively.

Success in knowledge management (KM) was traditionally about systems, technologies and platforms. Today, KM is everybody’s problem but no one’s direct responsibility. A closer study of KM suggests that it is increasingly about getting the balance right in structural and behavioural changes within organisations. Today, KM must work in concert with leadership, learning, and growth strategies. Tomorrow KM will be about sustainable organisational development (OD). It will be about understanding and implementing Change Leadership within the organisation. This presentation will walk the audience through why effective KM requires re-balancing leadership and learning within organisations, and how these relate to the ancient Aristotelian philosophy of Ethos, Pathos and Logos. Originally posited as a frame for argumentation, the intellectual, emotional and physical aspects that concern knowledge creation, transfer and integration are examined. This presentation will conclude with the argument that today, KM is part of Organisational Development, and that Change Leadership will play an important part in KM success in organisations.

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iKMS KM TALK on 26 June 2015: KM Change Leadership by Dr. Karuna Ramanathan

  1. 1. KM CHANGE LEADERSHIP: STRENGTHENING KNOWLEDGE READY ORGANISATIONS KARUNA RAMANATHAN PRESIDENT INFORMATION & KNOWLEDGE MANAGEMENT SOCIETY, SINGAPORE 26 JUNE 2015
  2. 2. ABOUT THE PRESENTER Karuna Ramanathan is currently the Senior Organisational Development Consultant in the Public Service Division (PSD), Prime Minister’s Office (PMO), Singapore. In his current role he supports large system change in and between public service organisations to realize organizational effectiveness and employee engagement, as part of the Public Sector Transformation initiative. Prior to this, and as a career naval officer, Karuna was the Deputy Head of the Center for Leadership Development in the Singapore Armed Forces (SAF), a position he held for a decade. In that time, he led organization-wide leadership, learning and knowledge management programmes. He is credited with architecting action learning and the military lessons learnt process, implementation of the leadership coaching conversations, introducing organisational storytelling and gamification. 2 ©2015 Information and Knowledge Management Society. All right reserved. Karuna is the inventor of several storytelling models. One of his models, the 251, was presented in the US, is currently in use in the SAF, and also the United Nations. With his narrative expertise, he led the SAF team to 1st place with the entry “Decisive Combat” at the 2013 Serious Games Global Showcase. In a testimonial from CLD on retirement, Karuna was acknowledged as a global leadership development expert. Karuna is the current President of the Information and Knowledge Management Society of Singapore (iKMS). Under his leadership, iKMS as a non-profit organization has grown in membership, introduced new and innovative KM initiatives, and has seen increased interest and participation. He is often consulted on KM ideas, initiatives and strategies. Karuna gained a PhD in Business and Management researching Leadership and KM, an MSc (KM), researching Workplace Learning and KM, several postgraduate diplomas, and a first degree in Business. He is a trained Erikson Executive Coach, certified facilitator, and certified Performance Technologist. He is also involved in the NUS Business School as a leader mentor, and has previously taught in the KM Masters Programme in NTU. Karuna is often approached to keynote and run workshops on Leadership, KM and organizational storytelling. To date, he has shared in more than 50 such events in Singapore and internationally including USA, UK, Germany, Middle East, India, Hong Kong and Malaysia. During the Global Learning Summit in 2012 he was voted as best presenter. He has also published several book chapters and numerous conference papers. 26 June 2015
  3. 3. OUR MISSION To increase the awareness, understanding and application of information and knowledge strategies, knowledge management systems, processes and practices, so as to strengthen learning, productivity and innovation in organisations in Singapore. 3 ©2015 Information and Knowledge Management Society. All right reserved. 26 June 2015
  4. 4. “UNLOCK LATENT TALENT FOR THE 21ST CENTURY” – KLAUS SCHWAB WORLD ECONOMIC FORUM “Indeed in a future of rapid technological change and widespread automation, the determining factor – or crippling limit – to innovation, competitiveness and growth is less likely to be the availability of capital, then the existence of a skilled workforce” “All must rethink what it means to learn, the nature of work, and the roles and responsibilities of various stakeholders in ensuring that workers around the world are able to fulfill their potential.” ©2015 Information and Knowledge Management Society. All right reserved. 4 26 June 2015
  5. 5. OUR SMART NATION VISION 5 “We are making a home for all Singaporeans – young and old, not just technology-savvy, but everyone. We want to transform our lives for the better, and we have what it takes to achieve this vision. This is our country, this is our future… Imagine it, let’s decide on it , let’s make it happen.” – PM Lee Smart Nation will improve the quality of lives for all by leveraging on technology as an enabler ©2015 Information and Knowledge Management Society. All right reserved. 26 June 2015
  6. 6. 6 A VISION FOR SMART TVS “Everyone has got their own personal devices but I want to go beyond each of us individually looking at our own devices… Let’s not forget that at the end of the day, we want to build communities, we want people to share common interests, common experiences and to build that sense of unity and cohesion which is so essential, even in the Internet era.” - Minister Vivian, Internet of Things Asia Conference (8 Apr) ©2015 Information and Knowledge Management Society. All right reserved. 26 June 2015
  7. 7. 7 LEADERSHIP ©2015 Information and Knowledge Management Society. All right reserved. As a process of influence, towards achieving the desired outcomes, and by doing so, inspiring commitment and improving the organisation. LEADERSHIP when practiced at ALL levels in an Organisation will lead to LEARNING, as a matter of practice. 26 June 2015
  8. 8. 8 LEADERSHIP & KNOWLEDGE ©2015 Information and Knowledge Management Society. All right reserved. The Ship is a COMPLICATED system! Does training equal knowledge? How much can one really know? Especially when there is so much to know! 26 June 2015
  9. 9. 9 LEADERSHIP & KNOWLEDGE ©2015 Information and Knowledge Management Society. All right reserved. Naval Operations are COMPLEX! How do teams create knowledge? How can the Leader better lead his/her team? Especially when he/she clearly cannot know everything! 26 June 2015
  10. 10. 10 LEADERSHIP & KNOWLEDGE ©2015 Information and Knowledge Management Society. All right reserved. The Sea is UNCERTAIN given tides, currents, pressure, wind, cloud and swell. How does the Leader behave when clearly he/she will know very little. How does he/she lead hundreds of crew members? 26 June 2015
  11. 11. 11 DRIVERS OF CHANGE IN ORGANISATIONS ©2015 Information and Knowledge Management Society. All right reserved. Environment Marketplace Requirements for Success Business Imperatives Organisational Imperative Cultural Imperatives Leader and Employee Behavior Leader and Employee Mindset We need more than traditional KM Audits, Strategies and Masterplanning to really get people to lead, learn and grow their knowledge! WHAT BELIEFS, ATTITUDES & BEHAVIORS DO LEADERS & EMPLOYEES HAVE TOWARDS KNOWLEDGE? Ackerman and Anderson, 2002 26 June 2015
  12. 12. “7 OUT OF 10 CHANGE PROGRAMMES FAIL” Reflection:Encouraging critical reflection and self-reflection. By critical we mean 'objective and non-judgemental' not 'criticising’. Encouraging the individual to stand ‘outside of themselves’ and to objectively appraise their own taken-for-granted opinions and beliefs. Engagement:Inviting the individual’s willingness and motivation to cooperate with the change process as opposed to imposing it upon them. Potentially you are asking the individual to change at a deep level so it will require integrating with their values and beliefs. Ultimately their heart will need to be in it not just their mind. You cannot make someone change! Support:Lastly, through creating an environment that supports individual change, creating the space for individuals to process the impact of the change for them. Allowing them time to reflect, for example, on questions such as 'what are the implications for me?' 'how does it fit with my current values?' and 'how do I feel about the change?' This comes down to operating at an individual level, not just a group one. ©2015 Information and Knowledge Management Society. All right reserved. 12 HR Zone 2015 26 June 2015
  13. 13. 13 WAYS OF ORGANISING FOR WORK ©2015 Information and Knowledge Management Society. All right reserved. Workplan & Tasks “I was directed to complete this, so I do this, you do that, lets get it done” Matrix Organisation “Based on your work responsibilities/scope, you will work for him/her and also for me, give your time and get it done ” Collaborative Groups “Everyone knows better, lets all get together to discuss what we need to do” Engagement Performance Agile “Knowledge Based” Teams “These are the best people, based on their experience and expertise, to get this done” “ORGANISATIONALEFFECTIVENESS” “ORGANISATIONAL HEALTH” 26 June 2015
  14. 14. 14 POTENTIAL EFFECTS ©2015 Information and Knowledge Management Society. All right reserved. “BOUNDARY MANAGED” “WORK STRESSED” “PEOPLE HAPPY” Engagement Performance “KNOWLEDGE READY” “ORGANISATIONALEFFECTIVENESS” “ORGANISATIONAL HEALTH” 26 June 2015
  15. 15. LOGOS LOGICAL KNOWLEDGE Persuading by the use of REASON 15 UNLOCKING KNOWLEDGE WORKERS AS KNOWLEDGE LEADERS IN KNOWLEDGE ORGANISATIONS! ©2015 Information and Knowledge Management Society. All right reserved. ETHOS We believe people whom we RESPECT CREDIBILE LEADERSHIP PATHOS Persuading by appealing to EMOTIONS EMOTIONAL LEARNING 26 June 2015
  16. 16. 16 ©2015 Information and Knowledge Management Society. All right reserved. KM & CHANGE LEADERSHIP KNOWLEDGE LEARNING CHANGE LEADERSHIP ORGANISATIONALEFFECTIVENESS ORGANISATIONAL HEALTH 26 June 2015
  17. 17. KNOWLEDGE READY ORGANISATION 17 ©2015 Information and Knowledge Management Society. All right reserved. An Organisation in which collective knowledge leadership is promoted and demonstrated, resulting in the development of knowledge strategies, implementation of knowledge systems, design of knowledge processes, promotion of knowledge practices and regular evaluation and validation through knowledge metrics in pursuit of organisational goals for business excellence. 26 June 2015
  18. 18. AWARD CRITERIA 18 ©2015 Information and Knowledge Management Society. All right reserved. Strategy Leadership Culture Process Technology Impact iKMS recognises and respects that every Organisation is different. Therefore we have resisted the temptation to provide a set of “checklist based” sub- criteria to guide submissions. What is required is detailed description of intent, concept, design and effects in each of these six categories. What is Different APQC KM Strategic Assessment Matrix 26 June 2015 MAKE Awards
  19. 19. CHANGE LEADERSHIP IN KNOWLEDGE READY ORGANISATIONS 19 ©2015 Information and Knowledge Management Society. All right reserved. LEADERSHIP when practiced at ALL levels in an Organisation will lead to LEARNING, as a matter of practice LEARNING can be designed at 3 levels – Individual, Team and Organisation, and creates KNOWLEDGE as a matter of process KNOWLEDGE when created needs to be transferred and integrated, and when harnessed creates GROWTH, as a matter of system GROWTH is what LEADERSHIP wants, and must be measured to strategise organisational knowledge potential 26 June 2015
  20. 20. CHANGE LEADERSHIP 20 ©2015 Information and Knowledge Management Society. All right reserved. LEADERSHIP LEARNING KNOWLEDGE ORGANISATION -Sponsorship -Strategy -Ownership -Climate & Conditions -Stories -System -Resources -Repositories -Documentation -Narratives TEAM/WORK GROUP -Coaching -Facilitation -Mentoring -After Action Reviews -Project Planning -Timeouts/Retreats -Lessons Learnt -Stories INDIVIDUAL -Reflection -E-Learning content & tools -Expertise -Tacit Knowledge -Stories 26 June 2015
  21. 21. 21 ©2015 Information and Knowledge Management Society. All right reserved. 26 June 2015

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