The document discusses sustainable knowledge management and open innovation. It presents on global megatrends that will impact future organizations and the workforce. Knowledge management initiatives need to enable innovation to be sustainable for Industry 4.0 and future organizations. Incorporating knowledge management within an open innovation strategy is a possible solution to address these changes. The presentation provides an overview of knowledge processes, reasons for past knowledge management failures, benefits of open innovation, and a framework for implementation.

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SUSTAINABLE KNOWLEDGE
MANAGEMENT
An investment in the future…..
Presented by Dr Deonie Botha
KM Middle East 2016
30 – 31 March 2016
Executive summary
Global megatrends
Future organisation
Knowledge management
Knowledge management and open innovat
The open innovation model
CONTENT

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EXECUTIVE SUMMARY
The aim of this presentation is to indicate that:
The world is characterised by a variety of global megatrends;
Global megatrends will have an impact on the nature and characteristics of the
future
organisation;
The future organisation will necessitate a radically different understanding of
“employees” or the workforce of the future and also the management of intellectual
capital;
Knowledge management has not always been perceived as adding value to
organisations;
More (but a different) focus will placed on knowledge creation and knowledge
sharing;
Industry 4.0 and the future organisation will require of Knowledge management
initiatives to enable innovation in order to be sustainable;
The incorporation of Knowledge management within an Open innovation strategy
and framework is a possible solution.
GLOBAL MEGATRENDS
Urbanization: mega cities, mega regions, mega corridors, smart
cities
E-mobility
Social trends: geo socialization, generation Y and reverse brain
drain
Virtual world: fluid interfaces and haptic technology
Innovation to zero: zero emission technologies, zero harm, water
footprint
Robotics and autonomous systems
Heath, wellness and wellbeing
SPACE JAM: congested satellite orbits
World War 3: cyber warfare and RoboSlaves
Emerging Transportation Corridors
Complexity science and swarm theory

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GLOBAL MEGATRENDS
GLOBAL MEGATRENDS

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GLOBAL MEGATRENDS
GLOBAL MEGATRENDS

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GLOBAL
MEGATRENDS
GLOBAL
MEGATRENDS

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FUTURE
ORGANISATION
FUTURE
ORGANISATION
1 It is not unusual to see a single
employee working in a remote location;
2 Anytime, anywhere and on any device;
5 Employees want to be there instead of
assuming they need to be there - rise of
individualism;
6 New behaviours entering the workforce;
7 Ideas and innovation comes from
anywhere;
8 Future organisations runs in the cloud;
9 Increasingly women will become the
decision makers and consumers;
10 Communication and collaboration flows
up, down, and

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FUTURE
ORGANISATION
11 Values of employees need to align with
that of the organisation and shared
through telling the stories of the
organisation;
12 Use of collaborative technologies to
learn from colleagues anywhere and
anytime;
13 People work for things such as
employee health and wellness, community
involvement, sustainability and making a
positive impact on the world;
14 The organisation (and the functions
with the
organisation) needs to adapt to the future
employee and future manager.
KNOWLEDGE
MANAGEMENT
Knowledge processes:
Knowledge creation or innovation
Capturing knowledge
Organising knowledge
Sharing knowledge
Using knowledge
Validating knowledge

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KNOWLEDGE
MANAGEMENT
KNOWLEDGE
MANAGEMENT
Knowledge management failures are attributed
to:
Causal Failure Factors:
1. Lack of performance indicators and
measurable benefits
2. Inadequate management support
3. Improper planning, design, coordination, and
evaluation
4. Inadequate skill of knowledge managers and
workers
5. Problems with organisational culture
6 Improper organisational structure

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KNOWLEDGE
MANAGEMENT
Knowledge management failures are attributed
to:
Resultant Failure Factors:
1. Lack of widespread contribution
2. Lack of relevance, quality, and usability
3. Overemphasis on formal learning,
systematisation, and determinant needs
4. Improper implementation of technology
5. Improper budgeting and excessive costs
6. Lack of responsibility and ownership
7. Loss of knowledge from staff defection and
ti t

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OPEN INNOVATION
MODEL
OPEN INNOVATION
MODEL

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BENEFITS OF OPEN
INNOVATION
Mone�zed spill overs
Speed the development of new products and services and increase revenues and market
Shorten �me to market for new products and services and accelerate profits
Reduce direct spending on R&D
Improve the success rate of new products and services
Increased visibility and enables business development efforts
Improved offerings
Managing risk
Shorter �me to market with less costs and
risk
More innova�ons over the long term
Increased quality of products and services
Exploita�on of new markets opportuni�es
Increased flexibility to adapt to shi�ing
commercial needs
Improved absorp�ve capacity and
innova�on processes
INNOVATION
PROCESS

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FRAMWORK
IMPLEMENTATION
Thank you and questions
Dr Deonie Botha
deonie.botha@nosa.co.za
+27 (0) 71 851 4577