This document discusses the role of training in creating a people-centric organization. It shares the experience of OgilvyOne, a global marketing and advertising company, in developing a knowledge management system called Truffles to support ongoing training and management of employee work. Truffles contains over 2,300 knowledge objects and aims to provide tools and techniques to help people work more efficiently and think more effectively. The document outlines 12 principles that OgilvyOne uses in its training approach, such as interaction being better one-on-one, the importance of both senior leadership and employee involvement, and ensuring training is practical and relevant to employees' jobs. It also stresses the importance of measuring success, using language to build community, and creating an enjoyable
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This slide show will focus on applying technology to strategic goals in innovative ways – but keep in mind that the principles also apply to innovating business processes, service delivery models, fundraising, and more. We will show you what everyday innovation looks like in nonprofit organizations, and leave you with practical tips.
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Tacit knowledge is the kind of knowledge that cannot easily be documented, and can only be learnt through observations, imitations and practices etc. While knowledge can be documented (i.e. explicit knowledge) and shared across different teams relatively easily, most of the business knowledge generated in modern organisations are in fact tacit knowledge that cannot be preserved and shared easily. Sharing tacit knowledge could be particularly hard in virtual teams who work in different parts of the world, as most time the time the sharing must be done via different IT tools. This presentation explores and discusses the general factors that affect tacit knowledge sharing in virtual project teams.
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This slide show will focus on applying technology to strategic goals in innovative ways – but keep in mind that the principles also apply to innovating business processes, service delivery models, fundraising, and more. We will show you what everyday innovation looks like in nonprofit organizations, and leave you with practical tips.
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Part One: Transformation vs. Change
https://exhibitdev.wordpress.com/2017/09/28/useful-dialectics-part-one-transformation-vs-change/
Part Two: Design vs. Tradition https://exhibitdev.wordpress.com/2017/10/02/useful-dialectics-part-two-design-vs-tradition/
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https://exhibitdev.wordpress.com/2017/10/23/useful-dialectics-part-four-literacy-vs-fluency/
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https://exhibitdev.wordpress.com/2017/10/30/useful-dialectic-part-five-culture-vs-values/
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Teaching Philosophy: Each One. Teach One.
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https://exhibitdev.wordpress.com/2017/09/28/useful-dialectics-part-one-transformation-vs-change/
Part Two: Design vs. Tradition https://exhibitdev.wordpress.com/2017/10/02/useful-dialectics-part-two-design-vs-tradition/
Part Three: Hierarchy vs. Network https://exhibitdev.wordpress.com/2017/10/10/useful-dialectics-part-three-hierarchy-vs-network/
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https://exhibitdev.wordpress.com/2017/10/23/useful-dialectics-part-four-literacy-vs-fluency/
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https://exhibitdev.wordpress.com/2017/10/30/useful-dialectic-part-five-culture-vs-values/
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1. &
Creating a people-centricCreating a people-centric
organisationorganisation
– the role of training– the role of training
WOLCE Oct 2001WOLCE Oct 2001
Angus Jenkinson,Angus Jenkinson, Chairman,
Stepping Stones Consultancy Ltd
& Patty Lyon,& Patty Lyon, Worldwide Chief
Knowledge Director, Ogilvy
2. &
Agenda and aimsAgenda and aims
• Sharing the OgilvyOne experience
• Creating the right culture for success
• Linking personal and business objectives
• Managing the development and training
3. &
TrufflesTruffles
• The aim of truffles is to support training of
people and ongoing management of their
work.
““We pursue knowledgeWe pursue knowledge
the way a pig pursuesthe way a pig pursues
truffles.truffles. David OgilvyDavid Ogilvy
4. &
OgilvyOne worldwideOgilvyOne worldwide
• Founded in 1972 by David Ogilvy
• US 2.8 billion dollars in billings
• 116 offices in 55 Countries in 70 Cities
• 4,500 employees including 1,500 interactive
specialists
• 12 clients served in 5 or more markets, the
number one in the world
• Ranked number 1 in many markets, almost
everywhere amongst the top 3
5. &
Stepping Stones partners with clients to
achieve more value for customers and
employees and the organisation.
• We develop skills and teams, facilitateWe develop skills and teams, facilitate
breakthrough or take responsibility forbreakthrough or take responsibility for
added value projects.added value projects.
• Ten years oldTen years old
• InnovativeInnovative
• CaringCaring
• EffectiveEffective
• EthicalEthical
• UK and global associatesUK and global associates
win-win-winwin-win-win
good for customersgood for customers
good for employeesgood for employees
good for the organisation.good for the organisation.
6. &
Customer OwnershipCustomer Ownership
Customer Ownership is the brand name of the
OgilvyOne proprietary knowledge and practice
system designed to support OgilvyOne in enabling
people to work smarter.
Facts:
• There are 2,305 knowledge objects on Truffles
• Documents vary from over 10,000 accesses to
those only accessed once
7. &
Knowledge team principlesKnowledge team principles
• Involving people from different offices so
there would be buy-in from those offices later
• Ensuring that there was involvement and
participation by some of the best minds in the
network
• Getting a spirit of ownership in everything
that happened
• Training does not just happen from a centre
but also can happen by people training each
other across the organisation network
8. &
12 principles to share12 principles to share
• Interaction is always better one to one
• VIPs must sustain responsibility
• “Grass Tops” alone never make it
• Practicality matters
• Be like oysters
• Every system needs planning and overhauls
• Discovery online is individual
• Measure success
• Visuals are a universal language
• Workflow is the game of entry, learning path raises the
bar
• Language cements community
• Fun matters
9. &
Interaction is always better one to oneInteraction is always better one to one
• Face to face is importantFace to face is important
• PersonalisePersonalise
• Create relevanceCreate relevance
• Meet all needsMeet all needs
10. &
VIPs cannot escape responsibilityVIPs cannot escape responsibility
• Take it from the topTake it from the top
• Stay the course on strategy: Adoption isStay the course on strategy: Adoption is
geometricgeometric
• One breakthrough can pay for itOne breakthrough can pay for it
• Leaders need to leadLeaders need to lead
11. &
““Grass Tops” alone never make itGrass Tops” alone never make it
- it needs “Grass Roots”- it needs “Grass Roots”
• The value of the heavy user!The value of the heavy user!
• Show recognitionShow recognition
• Think global, act localThink global, act local
12. &
Practicality matters -Practicality matters - training in everythingtraining in everything
important related to the jobimportant related to the job
• Cases
• Theory
• Tools
• Discussion Papers and Think Pieces
• Discussion areas where people can exchange views
• Electronic copies of articles from major journals such
as the Harvard Business Review and the Interactive
Journal
• Speeches
• Sales presentations made to clients
• Examples of work
• And most importantly the best of creative material that
has been done with clients around the world.
13. &
Be like oystersBe like oysters
Surround yourself with people who make youSurround yourself with people who make you
into a geminto a gem
14. &
Every System needs regular overhaulsEvery System needs regular overhauls
and good planningand good planning
• Implementing improvements and
enhancements takes a lot of planning and
communication. Take the launch of
Essentials…
Learning Linked to What’s New
15. &
Discovery Online is individual andDiscovery Online is individual and
unpredictableunpredictable
• Moments of Discovery are different for
everybody
16. &
Impressions countImpressions count
• First visitFirst visit
• Visuals are a universal languageVisuals are a universal language
• Design and QADesign and QA
• ListenListen
18. &
Workflow is the game of entry: learningWorkflow is the game of entry: learning
path raises the barpath raises the bar
• Truffles as a training path aims to contribute
at least two levels:
– It aims to provide tools and techniques that enable
people to do what they are doing more efficiently
– It enables people to think more effectively and
therefore operate more effectively in what they do
19. &
Language cements communityLanguage cements community
• A knowledge management system can help
users to speak the language or organisation
jargon
• Shared language relates to shared ideas
20. &
Fun mattersFun matters
• Joy through learning and developmentJoy through learning and development
matters, but so does fun.matters, but so does fun.
• We create interesting areas of the web siteWe create interesting areas of the web site
• We surround the Truffles system withWe surround the Truffles system with
activities to add funactivities to add fun
• The Truffles logo, our pig, exemplifies theThe Truffles logo, our pig, exemplifies the
principleprinciple
21. &
ConclusionConclusion
• New learning still amounts to a sharing of
knowledge between people
• Individuals have to take responsibility for
their own learning and knowledge
• People have to take their own initiative and
responsibility
• Learning responds to the enthusiasm of the
individual
• Enthusiasm needs infrastructural support
“A very few dedicated people can make a very
big difference”
22. &
For further informationFor further information
Angus Jenkinson
Chairman, Stepping Stones Consultancy Ltd
FREEPOST STEPPING STONES
Tel +44 1933 226888
angus@stepping-stones.org
Patty Lyon
Worldwide Chief Knowledge Director, Ogilvy
Tel +1 212 237 6695
patty.lyon@ogilvy.com