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Internal & External Km The Hague

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keynote speech in the European Association of Research an Technology Organizations (EARTO) conference en The Hague 2003

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Internal & External Km The Hague

  1. 1. MANAGEMENT OF INTERNAL AND EXTERNAL KNOWLEDGE IN RESEARCH & TECHNOLOGY ORGANIZATIONS Dr. Javier RUIZ FERNÁNDEZ Director of the “Information Society and Regional Development” Unit LABEIN Technological Centre - Spain jruiz @ labein.es EARTO EUROLAB International Conference
  2. 2. Features Problems to face in RTOs Developing Knowledge based Management styles Initiatives for skills-based management … and recommendations OUTLINE Working in the K nowledge B ased S ociety Working in the K nowledge B ased S ociety KM in RTO KM Leadership Case study LABEIN Conclusions 2. KM in RTO 3. KM Leadership 4. Case study LABEIN Conclusions
  3. 3. 1. The three-dimensionality of labour: a) The individual task: • The ambiguity of the task • It is knowledge-based work b) Coordination activities c) The reflexive work of learning <ul><li>The organisation of labour in the industrial era: </li></ul><ul><ul><ul><li>The breaking down of physical skills into movements and tasks. </li></ul></ul></ul><ul><ul><ul><li>The separation between planning and execution. </li></ul></ul></ul>WORKING IN THE KNOWLEDGE BASED SOCIETY Working in the K nowledge B ased S ociety KM in RTO KM Leadership Case study LABEIN Conclusions
  4. 4. <ul><li>2. The Segmented nature of work: </li></ul><ul><ul><li>Non-manual work is based on the power of transformation of language and on conversations. </li></ul></ul><ul><ul><li>There is a &quot;second order&quot; learning that entails changing &quot;how observant I am&quot;, the only way of opening myself up to other &quot;mental models&quot;. </li></ul></ul><ul><ul><li>How to see what we do not see? </li></ul></ul><ul><ul><li>How to be aware of what I have not achieved by myself? </li></ul></ul>WORKING IN THE KNOWLEDGE BASED SOCIETY Working in the K nowledge B ased S ociety KM in RTO KM Leadership Case study LABEIN Conclusions
  5. 5. <ul><li>The ensemble of activities allocated to capturing, generating, interpreting, disseminating and using knowledge within the group of persons that form an organisation. </li></ul><ul><li>KM begins to add value when it focuses on provoking action , and not on recording past action or structuring data and information from different sources . </li></ul><ul><li>KM affects values, culture, processes and systems . </li></ul><ul><li>We may talk about Knowledge-based Management </li></ul>Working in the K nowledge B ased S ociety KM in RTO DEFINING KNOWLEDGE MANAGEMENT (KM) KM Leadership Case study LABEIN Conclusions
  6. 6. Quality management : Standardisation ISO 9000, ISO 17025,... Working in the K nowledge B ased S ociety KM in RTO Technology management as a strategic paradigm The EFQM excellence model best practices in management Knowledge management ? MANAGEMENT TRENDS in Research & Technology Organisations (RTOs) KM Leadership Case study LABEIN Conclusions
  7. 7. Can we talk about &quot;knowledge management systems&quot;? How can we leverage the power of mobilisation and transformation of &quot;knowledge management&quot; in RTOs? Working in the K nowledge B ased S ociety KM in RTO PROBLEMS WITH KNOWLEDGE MANAGEMENT KM Leadership Case study LABEIN Conclusions
  8. 8.  The &quot;Quality and Excellence in RTO&quot; working group (QUEX) of EARTO, 2000-2002. (www.earto.org) Working in the K nowledge B ased S ociety KM in RTO  The &quot;Working group on valuing intangibles and managing knowledge in higher education and research organisations” EARMA 2002 (earmavimak@netscape.net) But, … What can we do in our organization? Looking for answers in Research & Technology Organisations (RTOs) Can we be prepared for change, and even promote it? KM Leadership Case study LABEIN Conclusions
  9. 9. Knowledge is in people Enthusiasm Hope Energy Commitment (external and internal) More positive things happen; fewer negative things happen Finality & Ethics Build up relationships Provide coherence Create and share knowledge Understand change Working in the K nowledge B ased S ociety KM in RTO KM Leadership Case study LABEIN Conclusions
  10. 10. &quot;designing suitable environments and events to promote learning”. Cultivating the right tone and promoting the necessary standards, rules of involvement and behaviours. Finally, personally leading the process of debate, framing it, raising issues, listening attentively, providing feed-back and submitting conclusions&quot;. The role of leaders KM in RTO Case study LABEIN Conclusions Working in the K nowledge B ased S ociety KM Leadership Enthusiasm Hope Energy Commitment (external and internal) More positive things happen; fewer negative things happen Finality & Ethics Build up relation ships Provide coherence Create and share knowledge Understand change
  11. 11.  Find a clear motivation, a sincere need.  Domain analysis: what is important and what is not. Which knowledge is worth managing?. Is it possible to have that knowledge encoded/stored or is it more convenient to say who has that knowledge?  Rationalisation  Users involvement  Start thinking about ICT’s Information technologies as enablers of Knowledge based Management KM in RTO Case study LABEIN Conclusions Working in the K nowledge B ased S ociety KM Leadership
  12. 12. LABEIN was created in 1955. Nowadays, LABEIN is a private non-profit Foundation with the mission of supporting enterprises and administration bodies needs in research and innovation 3 centres with 48,000 m 2 surface area Over 250 professionals + 50 scholarship holders Contracts in the year 2002 : 18 MEuro <ul><li>Involvement in 5 markets : </li></ul><ul><ul><li>Iron and Steel Industry </li></ul></ul><ul><ul><li>Automotive Industry </li></ul></ul><ul><ul><li>Energy </li></ul></ul><ul><ul><li>Construction and the Environment </li></ul></ul><ul><ul><li>Information Society and Regional Development </li></ul></ul>Working in the K nowledge B ased S ociety KM in RTO KM Leadership Case study LABEIN Conclusions
  13. 13. AWARENESS-RAISING & TRAINING DEFINITION OF THE COMPETENCE CATALOGUE COMPETENCE ANALYSIS (DIAGNOSIS) ANALYSIS OF RESULTS (GAP) AND DESIGN OF ACTION PLANS INTEGRATION IN HUMAN RESOURCE SYSTEMS COMPETENCE CATALOGUE (VALIDATED) Initial Competence model used in LABEIN Working in the K nowledge B ased S ociety KM in RTO KM Leadership Case study LABEIN Conclusions
  14. 14. EVALUATION OF COMPETENCIES KM in RTO KM Leadership Conclusions Working in the K nowledge B ased S ociety Case study LABEIN
  15. 15. Project communication Competencies description Individual evaluation and contrast Integration of the competencies catalogue in the human resources Management System 2000 2002 2001 Kick-off meeting Task Force Workshops: affinity diagram Diagnosis Results introduction Validation Phase I Phase II Phase III Phase IV Technical Competences Technical competencies Diagnosis of competences (present situation) Career development roadmap Final version of the competencies catalogue Phase II Phase III Phase IV Resultant products GANTT (Business Unit) 2003 KM in RTO KM Leadership Conclusions Working in the K nowledge B ased S ociety Case study LABEIN
  16. 16. Performance assessment (individual) Reward review (year n) Setting up objectives (year n+1) Competence Map Training Plan Human development Conversational activity Document KM in RTO KM Leadership Working in the K nowledge B ased S ociety Case study LABEIN Conclusions
  17. 17. The process of &quot; Knowledge Acquisition and Generation ” was formulated as one of the most important in the new Strategic Plan 2003-2006 of LABEIN , with four lines of action: Intelligence of the projects, prospective, R&D portfolio, and setting up alliances. Future actions on Knowledge based Management in LABEIN Internal External KM in RTO KM Leadership Working in the K nowledge B ased S ociety Case study LABEIN Conclusions
  18. 18. <ul><li>Knowledge management has aroused the interest of RTOs. </li></ul><ul><li>Knowledge-based Management vs. KM implementation. Promoting the development of leaders that support the culture of learning comes before investing in technology. </li></ul><ul><li>From this case study, the conclusion to be drawn is the importance of instilling knowledge management initiatives in the strategic context. </li></ul><ul><li>Projects of limited scope and duration which underline the importance of integrating good practices learnt, in the day-to-day management system. </li></ul>CONCLUSIONS KM in RTO KM Leadership Case study LABEIN Conclusions Working in the K nowledge B ased S ociety
  19. 19. You can download the full text of the lecture in PDF format in the website: www.earto.org KM in RTO KM Leadership Case study LABEIN Conclusions Working in the K nowledge B ased S ociety

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