The document outlines the importance of knowledge management (KM) for the success of clusters, citing the experience of Tibor Gyulai, an expert in organizational development and KM. It discusses the benefits of KM in fostering innovation, enhancing decision-making, and cultivating a knowledge-sharing culture among member companies within clusters. Additionally, it emphasizes the role of cluster management in integrating KM processes and the need for collaboration and shared resources to optimize knowledge capital.

1. Knowledge Management
for the clusters’ success
Thought-provoking
KDRIK workshop
Székesfehérvár, 2012.october 1-2.
Tibor Gyulay

2. • More than 25 years experience in
organization development and
Introduction training market (BME
Tibor 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. 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. • Why is the KM important for
clusters?
The logical structure
of 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. Why do we gather in
clusters?
It is not a content response!
• Common goal
• It doesn’t work alone
• Cooperation with synergy:
1+1>2

6. What do we put • Technology
together?
What is our common capital? • Capital goods
• Infrastructure
• Laborforce
• Connections
• Lobby
• Culture
• …
• KNOWLEDGE

7. • There is no KM strategy:
How do we manage our – Nor at the member companies
knowledge capital? – Neither in the cluster
Do 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. Teamwork

9. Introduction to Knowledge Management

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. Knowledge and Performance
Apply
Knowledge Performance
Learn
© Minden jog fenntartva.

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. 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. The flow of knowledge
To...
From... People Knowledge Bank
Communication Collecting
People
Accessing Organising
Knowledge
Bank
After Nonaka (1994)
© Minden jog fenntartva.

15. Holistic model
Environment
People
Processes Technology

16. A systematic framework
Knowledge Assets
Knowledge Bank
Communities
Learn
during
Learn Learn
before after
People
&
Teams
Goals Leveraging
& Using
Results $
Knowledge

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. Knowledge Management
and Innovation
Tibor Gyulay, POZITEAM – Knoco Hungary

19. The goal of this • Gaining business results from
block
KM  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. Relationship between
Knowledge Management • Knowledge  Performance
and Innovation • New Knowledge  Innovation
Awareness of KM  growing
organizational creativity.
• Knowledge sharing culture
Unclearness? It doesn’t
matter!
• KM techniques, tools
• Fitting in process
• Technologies
• „Reinvent the wheel"
• Innovation Management as
an important knowledge

21. Techniques
suggested by Knoco
What is out of the training
• Business Driven Action
Learning
• Action learning teams
• Technical barrier

22. • Business Driven Action Learning
KM tools in the • Action learning teams
Innovation Process • Technical barrier
Awareness of KM  growing
organizational creativity. • Knowledge Map
With 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. What if our own
knowledge is not • Purchasing knowledge
enough?
We are small but flying high. • Increasing resources
• Industrial spying
• Tinkering
• Cooperation
• Outsourcing
• Crowdsourcing
• (Open innovation)
• Be innovative in Knowledge
Management too!

24. Knowledge Management in Clusters

25. Do we need this?

26. • Is it good for the member
KM 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. 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. 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. 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. How does the developing team work?
(first 6 months)
Executive informative meeting for the inquiring companies.
Kick off meeting for the participants („Contracting”, getting know
each 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 organization
Regular team meeting (8-10 times)
Communication, knowledge and experiance sharing (web2)
Personal consultant meetings (4x2 hours)
Consultant support for auditing the KM maturity of the
company by an online survey

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. The community
develeloping KMS 1. The member company gains
modell
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. 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. Cluster Managers’ • Why now do we speak about
Community of Practice
How can we benefit from the
this?
Knowledge Management
personally?
• 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. 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. 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. 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. 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