SlideShare a Scribd company logo

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

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.

1 of 21
Download to read offline
KM CHANGE LEADERSHIP:
STRENGTHENING KNOWLEDGE
READY ORGANISATIONS
KARUNA RAMANATHAN
PRESIDENT
INFORMATION & KNOWLEDGE
MANAGEMENT SOCIETY, SINGAPORE
26 JUNE 2015
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
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
“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
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
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
Ad

Recommended

More Related Content

What's hot

YSF Proposal 2016
YSF Proposal 2016YSF Proposal 2016
YSF Proposal 2016Ramona Dass
 
TMSG2015_Working Agenda1702
TMSG2015_Working Agenda1702TMSG2015_Working Agenda1702
TMSG2015_Working Agenda1702Alan Kanas
 
Youthspeak Survey Preliminary Findings
Youthspeak Survey Preliminary FindingsYouthspeak Survey Preliminary Findings
Youthspeak Survey Preliminary FindingsAIESEC
 
Advanced leadership for women in ICT Summit
Advanced leadership for women in ICT SummitAdvanced leadership for women in ICT Summit
Advanced leadership for women in ICT SummitJohan Michael Malgas
 
Lead the Change Fall 2013 Presentation
Lead the Change Fall 2013 PresentationLead the Change Fall 2013 Presentation
Lead the Change Fall 2013 PresentationShashank_Kalra
 
Adventures with Agile: Traditional HR has failed us! How to convince them to ...
Adventures with Agile: Traditional HR has failed us! How to convince them to ...Adventures with Agile: Traditional HR has failed us! How to convince them to ...
Adventures with Agile: Traditional HR has failed us! How to convince them to ...Fabiola Eyholzer
 
Amar Seva sangam, Tirunelveli District, Tamil Nadu India (FUJITSU JAPAN CAPST...
Amar Seva sangam, Tirunelveli District, Tamil Nadu India (FUJITSU JAPAN CAPST...Amar Seva sangam, Tirunelveli District, Tamil Nadu India (FUJITSU JAPAN CAPST...
Amar Seva sangam, Tirunelveli District, Tamil Nadu India (FUJITSU JAPAN CAPST...RAJASEKAR Pc ラジャセカル
 
MANAGEMENT Mag
MANAGEMENT MagMANAGEMENT Mag
MANAGEMENT MagGai Roper
 
Lead the Change Fall 2013 Presentation
Lead the Change Fall 2013 PresentationLead the Change Fall 2013 Presentation
Lead the Change Fall 2013 PresentationShashank_Kalra
 
DIGITAL LEADERSHIP FOR WINNING EDGE - A REPORT
DIGITAL LEADERSHIP FOR WINNING EDGE - A REPORTDIGITAL LEADERSHIP FOR WINNING EDGE - A REPORT
DIGITAL LEADERSHIP FOR WINNING EDGE - A REPORTSSFIndia1
 
GIP an GCDP guide - platform
GIP an GCDP guide - platformGIP an GCDP guide - platform
GIP an GCDP guide - platformaiesecnorway1948
 
business apac decisive women leaders of 2020
business apac decisive women leaders of 2020business apac decisive women leaders of 2020
business apac decisive women leaders of 2020Business APAC
 

What's hot (18)

YSF Proposal 2016
YSF Proposal 2016YSF Proposal 2016
YSF Proposal 2016
 
VWL1015_P
VWL1015_PVWL1015_P
VWL1015_P
 
TMSG2015_Working Agenda1702
TMSG2015_Working Agenda1702TMSG2015_Working Agenda1702
TMSG2015_Working Agenda1702
 
Youthspeak Survey Preliminary Findings
Youthspeak Survey Preliminary FindingsYouthspeak Survey Preliminary Findings
Youthspeak Survey Preliminary Findings
 
VWL0416A_P
VWL0416A_PVWL0416A_P
VWL0416A_P
 
Progress report
Progress reportProgress report
Progress report
 
Advanced leadership for women in ICT Summit
Advanced leadership for women in ICT SummitAdvanced leadership for women in ICT Summit
Advanced leadership for women in ICT Summit
 
WICT1116Z_A
WICT1116Z_AWICT1116Z_A
WICT1116Z_A
 
Deshpande foundation book_a4_df
Deshpande foundation book_a4_dfDeshpande foundation book_a4_df
Deshpande foundation book_a4_df
 
Lead the Change Fall 2013 Presentation
Lead the Change Fall 2013 PresentationLead the Change Fall 2013 Presentation
Lead the Change Fall 2013 Presentation
 
Adventures with Agile: Traditional HR has failed us! How to convince them to ...
Adventures with Agile: Traditional HR has failed us! How to convince them to ...Adventures with Agile: Traditional HR has failed us! How to convince them to ...
Adventures with Agile: Traditional HR has failed us! How to convince them to ...
 
WOMEN SUMMIT FINAL
WOMEN SUMMIT FINALWOMEN SUMMIT FINAL
WOMEN SUMMIT FINAL
 
Amar Seva sangam, Tirunelveli District, Tamil Nadu India (FUJITSU JAPAN CAPST...
Amar Seva sangam, Tirunelveli District, Tamil Nadu India (FUJITSU JAPAN CAPST...Amar Seva sangam, Tirunelveli District, Tamil Nadu India (FUJITSU JAPAN CAPST...
Amar Seva sangam, Tirunelveli District, Tamil Nadu India (FUJITSU JAPAN CAPST...
 
MANAGEMENT Mag
MANAGEMENT MagMANAGEMENT Mag
MANAGEMENT Mag
 
Lead the Change Fall 2013 Presentation
Lead the Change Fall 2013 PresentationLead the Change Fall 2013 Presentation
Lead the Change Fall 2013 Presentation
 
DIGITAL LEADERSHIP FOR WINNING EDGE - A REPORT
DIGITAL LEADERSHIP FOR WINNING EDGE - A REPORTDIGITAL LEADERSHIP FOR WINNING EDGE - A REPORT
DIGITAL LEADERSHIP FOR WINNING EDGE - A REPORT
 
GIP an GCDP guide - platform
GIP an GCDP guide - platformGIP an GCDP guide - platform
GIP an GCDP guide - platform
 
business apac decisive women leaders of 2020
business apac decisive women leaders of 2020business apac decisive women leaders of 2020
business apac decisive women leaders of 2020
 

Viewers also liked

Knowledge, Technology & Culture
Knowledge, Technology & CultureKnowledge, Technology & Culture
Knowledge, Technology & CultureAndre Jankowitz
 
Cultural knowledge
Cultural knowledgeCultural knowledge
Cultural knowledgeDao Hoa
 
Knowledge Services To Knowledge Culture
Knowledge Services To Knowledge CultureKnowledge Services To Knowledge Culture
Knowledge Services To Knowledge Cultureguystclair
 
A Reference Model of the Knowledge Culture
A Reference Model of the Knowledge CultureA Reference Model of the Knowledge Culture
A Reference Model of the Knowledge CultureMalcolm Ryder
 
Knowledge Management Enabler
Knowledge Management EnablerKnowledge Management Enabler
Knowledge Management EnablerHafidzah Aziz
 
Knowledge Management Overview
Knowledge Management OverviewKnowledge Management Overview
Knowledge Management Overviewsurulinathi
 
Knowledge management in theory and practice
Knowledge management in theory and practiceKnowledge management in theory and practice
Knowledge management in theory and practicethewi025
 
Introduction to Knowledge Management
Introduction to Knowledge ManagementIntroduction to Knowledge Management
Introduction to Knowledge ManagementMiera Idayu
 
Knowledge Management Lecture 4: Models
Knowledge Management Lecture 4: ModelsKnowledge Management Lecture 4: Models
Knowledge Management Lecture 4: ModelsStefan Urbanek
 
Knowledge management
Knowledge managementKnowledge management
Knowledge managementSehar Abbas
 
RECRUITMENT AND SELECTION
RECRUITMENT AND SELECTIONRECRUITMENT AND SELECTION
RECRUITMENT AND SELECTIONAIMS Education
 

Viewers also liked (12)

Knowledge, Technology & Culture
Knowledge, Technology & CultureKnowledge, Technology & Culture
Knowledge, Technology & Culture
 
Cultural knowledge
Cultural knowledgeCultural knowledge
Cultural knowledge
 
Knowledge Services To Knowledge Culture
Knowledge Services To Knowledge CultureKnowledge Services To Knowledge Culture
Knowledge Services To Knowledge Culture
 
A Reference Model of the Knowledge Culture
A Reference Model of the Knowledge CultureA Reference Model of the Knowledge Culture
A Reference Model of the Knowledge Culture
 
Knowledge Management Enabler
Knowledge Management EnablerKnowledge Management Enabler
Knowledge Management Enabler
 
Recruitment & Selection Principles
Recruitment & Selection PrinciplesRecruitment & Selection Principles
Recruitment & Selection Principles
 
Knowledge Management Overview
Knowledge Management OverviewKnowledge Management Overview
Knowledge Management Overview
 
Knowledge management in theory and practice
Knowledge management in theory and practiceKnowledge management in theory and practice
Knowledge management in theory and practice
 
Introduction to Knowledge Management
Introduction to Knowledge ManagementIntroduction to Knowledge Management
Introduction to Knowledge Management
 
Knowledge Management Lecture 4: Models
Knowledge Management Lecture 4: ModelsKnowledge Management Lecture 4: Models
Knowledge Management Lecture 4: Models
 
Knowledge management
Knowledge managementKnowledge management
Knowledge management
 
RECRUITMENT AND SELECTION
RECRUITMENT AND SELECTIONRECRUITMENT AND SELECTION
RECRUITMENT AND SELECTION
 

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

EMPOWER Programs for Personal Empowerment
EMPOWER Programs for Personal EmpowermentEMPOWER Programs for Personal Empowerment
EMPOWER Programs for Personal EmpowermentElaine Cercado
 
CEE Masterclass on "Developing your Leadership Brand" - 22 August 2013
CEE Masterclass on "Developing your Leadership Brand" - 22 August 2013CEE Masterclass on "Developing your Leadership Brand" - 22 August 2013
CEE Masterclass on "Developing your Leadership Brand" - 22 August 2013Centre for Executive Education
 
THE SOUTH AFRICAN LEADERSHIP STANDARD: An opportunity to integrate people, pr...
THE SOUTH AFRICAN LEADERSHIP STANDARD: An opportunity to integrate people, pr...THE SOUTH AFRICAN LEADERSHIP STANDARD: An opportunity to integrate people, pr...
THE SOUTH AFRICAN LEADERSHIP STANDARD: An opportunity to integrate people, pr...SABPP
 
The Importance Of Leadership And Objectives Of Leadership...
The Importance Of Leadership And Objectives Of Leadership...The Importance Of Leadership And Objectives Of Leadership...
The Importance Of Leadership And Objectives Of Leadership...Martha Malone
 
global-leadership-forecast-2014-2015_tr_ddi
global-leadership-forecast-2014-2015_tr_ddiglobal-leadership-forecast-2014-2015_tr_ddi
global-leadership-forecast-2014-2015_tr_ddiKrishna Ajmeri
 
Dan Maxwell Jr _ Professional Manifesto.pptx
Dan Maxwell Jr _ Professional  Manifesto.pptxDan Maxwell Jr _ Professional  Manifesto.pptx
Dan Maxwell Jr _ Professional Manifesto.pptxVertulexGlobalLLC
 
#LeadershipStandard at the 2018 ACSG Conference by Marius Meyer
#LeadershipStandard at the 2018 ACSG Conference by Marius Meyer#LeadershipStandard at the 2018 ACSG Conference by Marius Meyer
#LeadershipStandard at the 2018 ACSG Conference by Marius MeyerSABPP
 
Pengantar leadership and talent development center
Pengantar leadership and talent development center Pengantar leadership and talent development center
Pengantar leadership and talent development center Ir. Haitan Rachman MT, KMPC
 
NACLI's Learning Network - Leaving Your Leadership Legacy - 27-28 June 2014
NACLI's Learning Network - Leaving Your Leadership Legacy - 27-28 June 2014NACLI's Learning Network - Leaving Your Leadership Legacy - 27-28 June 2014
NACLI's Learning Network - Leaving Your Leadership Legacy - 27-28 June 2014Centre for Executive Education
 
Uptown Dreamers Co Profile
Uptown Dreamers Co ProfileUptown Dreamers Co Profile
Uptown Dreamers Co ProfileShawjean Cheam
 
CEE 2015 Directory of Executive Briefing - Learn@Lunch Series
CEE 2015 Directory of Executive Briefing - Learn@Lunch SeriesCEE 2015 Directory of Executive Briefing - Learn@Lunch Series
CEE 2015 Directory of Executive Briefing - Learn@Lunch SeriesCentre for Executive Education
 
CEE 2015 Directory of Executive Briefing - Learn@Lunch Series
CEE 2015 Directory of Executive Briefing - Learn@Lunch Series CEE 2015 Directory of Executive Briefing - Learn@Lunch Series
CEE 2015 Directory of Executive Briefing - Learn@Lunch Series ceeglobal
 
Conscious Leadership Brochure 2014 FINAL
Conscious Leadership Brochure 2014 FINALConscious Leadership Brochure 2014 FINAL
Conscious Leadership Brochure 2014 FINALBriege Kearney
 
Lead Star Firm Overview
Lead Star Firm OverviewLead Star Firm Overview
Lead Star Firm OverviewLead Star
 

Similar to iKMS KM TALK on 26 June 2015: KM Change Leadership by Dr. Karuna Ramanathan (20)

WILQ0315_P
WILQ0315_PWILQ0315_P
WILQ0315_P
 
EMPOWER Programs for Personal Empowerment
EMPOWER Programs for Personal EmpowermentEMPOWER Programs for Personal Empowerment
EMPOWER Programs for Personal Empowerment
 
CEE Masterclass on "Developing your Leadership Brand" - 22 August 2013
CEE Masterclass on "Developing your Leadership Brand" - 22 August 2013CEE Masterclass on "Developing your Leadership Brand" - 22 August 2013
CEE Masterclass on "Developing your Leadership Brand" - 22 August 2013
 
THE SOUTH AFRICAN LEADERSHIP STANDARD: An opportunity to integrate people, pr...
THE SOUTH AFRICAN LEADERSHIP STANDARD: An opportunity to integrate people, pr...THE SOUTH AFRICAN LEADERSHIP STANDARD: An opportunity to integrate people, pr...
THE SOUTH AFRICAN LEADERSHIP STANDARD: An opportunity to integrate people, pr...
 
DEVELOPING A WORK PLAN
DEVELOPING A WORK PLANDEVELOPING A WORK PLAN
DEVELOPING A WORK PLAN
 
Developing a work plan
Developing a work planDeveloping a work plan
Developing a work plan
 
The Importance Of Leadership And Objectives Of Leadership...
The Importance Of Leadership And Objectives Of Leadership...The Importance Of Leadership And Objectives Of Leadership...
The Importance Of Leadership And Objectives Of Leadership...
 
VWL0415_P
VWL0415_PVWL0415_P
VWL0415_P
 
global-leadership-forecast-2014-2015_tr_ddi
global-leadership-forecast-2014-2015_tr_ddiglobal-leadership-forecast-2014-2015_tr_ddi
global-leadership-forecast-2014-2015_tr_ddi
 
Dan Maxwell Jr _ Professional Manifesto.pptx
Dan Maxwell Jr _ Professional  Manifesto.pptxDan Maxwell Jr _ Professional  Manifesto.pptx
Dan Maxwell Jr _ Professional Manifesto.pptx
 
#LeadershipStandard at the 2018 ACSG Conference by Marius Meyer
#LeadershipStandard at the 2018 ACSG Conference by Marius Meyer#LeadershipStandard at the 2018 ACSG Conference by Marius Meyer
#LeadershipStandard at the 2018 ACSG Conference by Marius Meyer
 
Pengantar leadership and talent development center
Pengantar leadership and talent development center Pengantar leadership and talent development center
Pengantar leadership and talent development center
 
NACLI's Learning Network - Leaving Your Leadership Legacy - 27-28 June 2014
NACLI's Learning Network - Leaving Your Leadership Legacy - 27-28 June 2014NACLI's Learning Network - Leaving Your Leadership Legacy - 27-28 June 2014
NACLI's Learning Network - Leaving Your Leadership Legacy - 27-28 June 2014
 
FPS Leadership Development
FPS Leadership DevelopmentFPS Leadership Development
FPS Leadership Development
 
Uptown Dreamers Co Profile
Uptown Dreamers Co ProfileUptown Dreamers Co Profile
Uptown Dreamers Co Profile
 
CEE 2015 Directory of Executive Briefing - Learn@Lunch Series
CEE 2015 Directory of Executive Briefing - Learn@Lunch SeriesCEE 2015 Directory of Executive Briefing - Learn@Lunch Series
CEE 2015 Directory of Executive Briefing - Learn@Lunch Series
 
CEE 2015 Directory of Executive Briefing - Learn@Lunch Series
CEE 2015 Directory of Executive Briefing - Learn@Lunch Series CEE 2015 Directory of Executive Briefing - Learn@Lunch Series
CEE 2015 Directory of Executive Briefing - Learn@Lunch Series
 
Management Development Programme Guide
Management Development Programme GuideManagement Development Programme Guide
Management Development Programme Guide
 
Conscious Leadership Brochure 2014 FINAL
Conscious Leadership Brochure 2014 FINALConscious Leadership Brochure 2014 FINAL
Conscious Leadership Brochure 2014 FINAL
 
Lead Star Firm Overview
Lead Star Firm OverviewLead Star Firm Overview
Lead Star Firm Overview
 

Recently uploaded

Centre for Quality Sciences-Information File-2024.pdf
Centre for Quality Sciences-Information File-2024.pdfCentre for Quality Sciences-Information File-2024.pdf
Centre for Quality Sciences-Information File-2024.pdfObaid Ali / Roohi B. Obaid
 
John Hart Philadelphia, PA: A Comprehensive Exploration of His Leadership Jou...
John Hart Philadelphia, PA: A Comprehensive Exploration of His Leadership Jou...John Hart Philadelphia, PA: A Comprehensive Exploration of His Leadership Jou...
John Hart Philadelphia, PA: A Comprehensive Exploration of His Leadership Jou...johnhartphiladelphia
 
Editable Events Calendar for 2024 PPT Slide
Editable Events Calendar for 2024 PPT SlideEditable Events Calendar for 2024 PPT Slide
Editable Events Calendar for 2024 PPT SlideAstroniverse
 
The Tay Bridge Disaster presentation pdf
The Tay Bridge Disaster presentation pdfThe Tay Bridge Disaster presentation pdf
The Tay Bridge Disaster presentation pdfPMIUKChapter
 
US Supply Chain Management Degree: Gateway to top-paying rolls in Bangladesh....
US Supply Chain Management Degree: Gateway to top-paying rolls in Bangladesh....US Supply Chain Management Degree: Gateway to top-paying rolls in Bangladesh....
US Supply Chain Management Degree: Gateway to top-paying rolls in Bangladesh....Praloy Chowdhury
 

Recently uploaded (8)

Centre for Quality Sciences-Information File-2024.pdf
Centre for Quality Sciences-Information File-2024.pdfCentre for Quality Sciences-Information File-2024.pdf
Centre for Quality Sciences-Information File-2024.pdf
 
BoSUSA22 | Mikey Trafton | Finding Your Super Powers
BoSUSA22 | Mikey Trafton | Finding Your Super PowersBoSUSA22 | Mikey Trafton | Finding Your Super Powers
BoSUSA22 | Mikey Trafton | Finding Your Super Powers
 
John Hart Philadelphia, PA: A Comprehensive Exploration of His Leadership Jou...
John Hart Philadelphia, PA: A Comprehensive Exploration of His Leadership Jou...John Hart Philadelphia, PA: A Comprehensive Exploration of His Leadership Jou...
John Hart Philadelphia, PA: A Comprehensive Exploration of His Leadership Jou...
 
Editable Events Calendar for 2024 PPT Slide
Editable Events Calendar for 2024 PPT SlideEditable Events Calendar for 2024 PPT Slide
Editable Events Calendar for 2024 PPT Slide
 
The Tay Bridge Disaster presentation pdf
The Tay Bridge Disaster presentation pdfThe Tay Bridge Disaster presentation pdf
The Tay Bridge Disaster presentation pdf
 
US Supply Chain Management Degree: Gateway to top-paying rolls in Bangladesh....
US Supply Chain Management Degree: Gateway to top-paying rolls in Bangladesh....US Supply Chain Management Degree: Gateway to top-paying rolls in Bangladesh....
US Supply Chain Management Degree: Gateway to top-paying rolls in Bangladesh....
 
BoSON22 | Tony Ulwick | The ‘JTBD Needs’ Framework
BoSON22 | Tony Ulwick | The ‘JTBD Needs’ FrameworkBoSON22 | Tony Ulwick | The ‘JTBD Needs’ Framework
BoSON22 | Tony Ulwick | The ‘JTBD Needs’ Framework
 
PPMA Excellence in People Management Awards 2024 - SHORTLISTED ENTRIES
PPMA Excellence in People Management Awards 2024 - SHORTLISTED ENTRIESPPMA Excellence in People Management Awards 2024 - SHORTLISTED ENTRIES
PPMA Excellence in People Management Awards 2024 - SHORTLISTED ENTRIES
 

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

  • 1. KM CHANGE LEADERSHIP: STRENGTHENING KNOWLEDGE READY ORGANISATIONS KARUNA RAMANATHAN PRESIDENT INFORMATION & KNOWLEDGE MANAGEMENT SOCIETY, SINGAPORE 26 JUNE 2015
  • 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. 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. “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. 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 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 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 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 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 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 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. “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 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 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. 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 ©2015 Information and Knowledge Management Society. All right reserved. KM & CHANGE LEADERSHIP KNOWLEDGE LEARNING CHANGE LEADERSHIP ORGANISATIONALEFFECTIVENESS ORGANISATIONAL HEALTH 26 June 2015
  • 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. 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. 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. 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 ©2015 Information and Knowledge Management Society. All right reserved. 26 June 2015