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BFBM(14-2016) Knowledge leadership bfbm14
The document discusses the evolution of leadership in the knowledge economy, emphasizing the importance of intellectual capital and human talent management. It identifies seven key components of knowledge leadership: context, competence, culture, communities, conversations and common language, communications, and coaching. The focus is on fostering innovation through effective management, collaborative networks, and a shift from traditional command-and-control methods to more fluid and inclusive leadership styles.
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BFBM(14-2016) Knowledge leadership bfbm14
- 1. Knowledge Leadership: Innovating ourFuture Prof.Dr.Aung Tun Thet
- 5. Knowledge • Hot topic •Intellectual capital • ‘Hidden assets' • Value creation
- 6. New Economic WorldOrder • Intellectual not financial capital • Profound changes in managing most precious resource - human talent
- 7. Management Concepts • Evolving •From Leading (and being led) • To Navigation and networking • Not traditional command-and-control
- 8. Modern Management • Beyondinformation technology • Not fear speed of change • Embrace learning
- 9. Effective Management • Nothaving most knowledge • Knowing how to use it
- 10. Leadership • More artthan science • Return-on-leadership (ROL) • Innovation competence • Measure performance
- 11. Knowledge Economy • Focusupon and manage knowledge - individual and collective • Multiplier effect • More shared more grow • New style of leadership behaviour
- 12. Knowledge Economy • Agricultural,industrial and information age: linear, competitive, market-share oriented management • Intangible variables: intellectual capital, alliances/partnering, and global communications - both human and technical
- 13.
- 15. Today • Connections madebetween isolated elements • Innovation fostered by information gathered from new connections
- 16. Today • Insights gainedfrom other disciplines or places • Active, collegial networks • Fluid, open boundaries • Innovation from circles of exchange • Information not accumulated or stored but created
- 17. 21st Century Leadership •More vision and visibility • Not learned behaviours • Behaviours demonstrate impact
- 18. 21st Century • Knowledgeobsolesce accelerate • ‘Digital Divide’ - gap between “haves” and “have nots” • Human (vs. information or technology) agenda place emphasis on all people and all cultures
- 19. 21st Century • Real-timelearning critical • Yesterday’s leaders focus on ‘leading’ • Tomorrow’s leaders local, national, regional and international statesmen (and women) • Effectively balance economics, education and environment
- 20. Seven Cs of KnowledgeLeadership
- 22. 7 Cs 1. Context 2.Competence 3. Culture 4. Communities 5. Conversations and Common Language 6. Communications 7. Coaching
- 23. 1. Context • NewHuman Capital orientation • Performance metrics dynamic • Measure intangibles • Organizational structures networked • Self-managing knowledge workers
- 24. 1. Context • Processestranscend organization boundaries • Link all stakeholders into strategic innovation system • Information technology for knowledge processing
- 25. 1. Context • Vision •“Although the urgent business of everyday life is important, • it is not as important as the future.”
- 26. 1. Context • Leadersinspire passion • Ensure teams stability • Maintain focus and balance • Lead by example, walk-the-talk, and understand ‘whole’ • Leverage talents
- 27. 2. Competence • 35organized into following categories: • Direction Setting • Change Leadership • Critical Thinking • Organizational Development and Diversity • Work-Life (Personal/Organization) Balance • Quality, Knowledge and Innovation
- 28. Leadership • Impossible toteach • Learn, experience and supported
- 29. Five-step learning process •Step One - Competency Profile • Step Two - Learning Plan • Step Three - Learning Process • Step Four - Re-entry Planning • Step Five - Measurement of Impact
- 30. 3. Culture • Values- explicit and implicit • Trust - accountability, integrity, honesty and ethics • Communications - human and technical • Vision - sense of direction, uniqueness, or aspirations
- 31. 3. Culture • Knowledgevalued • Engender change, innovation, openness and trust • People recognized and rewarded for knowledge contribution
- 32. 3. Culture • Effectiveknowledge creation • Flexible, networked organizational structures • Multiple teams • Intensive and purposeful networking • Knowledge-sharing - job rotation, learning events, effective teaming and comprehensive technology infrastructure
- 33. 4. Communities • Convergenceof functional perspectives • Common agenda
- 34. 4. Communities • HRprofessionals develop relevant performance measures and use information technology • Chief Information Officers understand organization structure, motivations of people and cross-boundary processes
- 35. 4. Communities • Qualityexperts building training infrastructures for transfer of knowledge and best practices • R&D managers involved in business development and reducing cycle time with increased customer interaction • Finance professionals expand audit capabilities to influence business strategy
- 36. 4. Communities • Respectfor alternative paradigms • Value created in organization interfaces – “white space” • Connections between individuals, organizations, companies
- 37. 4. Communities • Communitiesof Practice - quality circles and networked organizations • Harness creativity • Promote cross-fertilization for prosperous innovation
- 38. 4. Communities • Peers •Common sense of purpose • Natural connections • Ideas originate exchanged • Result in marketable products and services
- 39. 4. Communities • Innovationbond diverse constituencies • Knowledge and intellectual capital mechanisms build synergy • Essence of sustainable organizations • Economies of future
- 40. 4. Communities • Leaderscollaborate and contribute to success of one another • Not zero-sum game!
- 41. 5. Conversations andCommon Language • Innovation language • Heritage, purpose, mission and strategy • Connections made among internal and external constituencies • Purposeful conversations • Art of structured conversation and dialogue
- 42. 5. Conversations andCommon Language • Learning and improvement two sides of same coin • Quest for effective learning • Understand and leverage diversity of knowledge, skills, experiences • ‘Network of conversations’
- 43. 6. Communications • Leveragetechnology • Not always technical • “You do not get a second chance, • to make a first impression” • Simple but not simplistic
- 44. 6. Communications • Integratedto leverage human capital • External messages consistent with internal culture, values and vision • Branding, ethics, direction, success stories, etc. - conveyed skilfully and on regular basis
- 45. 6. Communications • Knowledge-typeadvertising campaigns: • “Knowledge is powerful medicine” • “Understanding comes with Time” • “Old tradition, new thinking”
- 46. 6. Communications • Marketingproducts and services • Present timely image to external stakeholders • Motivational tool for employees
- 47. 6. Communications • FederalExpress “The World on Time” • Simple, memorable, substantive and visceral • Right words in right context
- 48. 6. Communications • Learningprocess • Dissemination tool • Tapping into customer knowledge • Distributed learning network of expertise • Intelligence service • Business development • Listening
- 49. 7. Coaching • Guidedrelationship process • Both responsible • Process forward looking, change-oriented and developmental • Enable success, productivity, revenue growth and stakeholder value
- 50. 7. Coaching • ‘Being’than ‘Doing’ • Trust, support and shared values • Ability to see contexts not supplying content • Affirms person • Clarify choices • Catalyst for achieving both individual and organizational purposes
- 51. 7. Coaching • Connectsinner person (confidence, values, purpose) • With external leadership (articulating vision, reaching targets, and achieving goals) • Opposite of judging and need for control
- 52. 7. Coaching • Effectiveleaders do not have all the answers • Healthy curiosity • Sense of direction • Standards of excellence • Genuinely value others • ‘Know what the others know’
- 53. 7. Coaching • Constantlylearning (Kaizen) • Experiment with new ideas • Not afraid to make mistakes • Facilitating process • Navigate through uncharted territory
- 54. 7. Coaching • On-the-joblearning • Guide own innovation process
- 55.
- 57. New Millennium • Leadershipcarry forward not resemble past • Future leadership novel skill-set
- 58. Knowledge Leaders • Understandnature of complex context • Competencies based in experience • Know relationship between: • Motivation (Psychology) of individual • Culture (Sociology) of organization • Value heritage (Anthropology)
- 59. 7 Cs 1. Context 2.Competence 3. Culture 4. Communities 5. Conversations and Common Language 6. Communications 7. Coaching
- 62.