This document discusses knowledge management in global organizations. It begins by defining knowledge management as an organization's structures, systems, and practices that facilitate embedding knowledge, creating knowledge, disseminating knowledge, and organizing knowledge, with the goal of enhancing competitiveness. It then discusses some of the challenges of knowledge management in global organizations, including different boundaries (internal/external, geographical/cultural, etc.) and difficulties achieving successful knowledge management processes at both the individual and subsidiary levels. The document provides examples of how knowledge management challenges can manifest, such as unawareness between departments, power games hindering sharing, and competence remaining isolated despite knowledge management efforts. It concludes by listing some of the biggest difficulties organizations face in successfully managing knowledge, such as
The Democratization of Learning and DevelopmentDavid Blake
The future of learning and development (L&D) is already here. This new reality includes workers and their managers sharing more of the responsibility than you might be used to. That doesn’t mean your L&D organization, practices, and tools are obsolete—they still play an important role. But they do need to evolve. These days, the most successful chief learning officers do more than just supply learning. They also enable their workers to take learning into their own hands.
Learning experiences happen all around us. Are you directing them? Or are you allowing them to happen on their own? This guide explores six steps you can use to successfully create a transformative culture of learning at your organization.
Learn more: http://www.lynda.com/Education-Elearning-training-tutorials/1792-0.html
Retooling L&D: Building the Right Capabilities for Organizational SuccessDavid Blake
Dismally, only 40% of organizations feel that their L&D organizations are helping to drive the business. New technologies, empowered and picky employees, and executives that demand results are fundamentally changing the role that L&D must play in the business. As organizations become more intent on adaptable and innovative workforces, L&D capabilities must move from “doing” to “influencing”.
Communities of Practice - Challenges, Curiosity and Dragons SIKM
Arup is an independent firm of designers, engineers, and consultants working across the built environment. They help clients solve complex challenges by turning ideas into reality.
Arup's challenges include improving health and well-being while transitioning to zero-carbon and adopting circular economy principles. They also focus on enhancing resilience to climate change and creating more equitable societies.
Arup has over 15,000 employees across 89 offices in 33 countries. They utilize their 40+ skills networks, which are communities of practice that virtually connect people to share knowledge across geographies. These networks are led by skills leaders and aim to ensure Arup remains best-in-class in its capabilities.
Conduent Webinar Feb 2020: Skills, The Currency of the Future of WorkDavid Blake
Two major shifts:
- Education went from being scarce to being abundant
- Technology outpaced the ability of humans to learn
- Created a massive global skills gap
CEO's reporting skills as a top priority, and lack of skills as a top threat to business
- Most companies cannot yet inventory skills
- Market is beginning to respond to meet this need
- Market maturity is highest around lifelong learning; medium around skills measurement; and nascent around skills gap analysis (informing what skills a company needs)
Digital technology is transforming just about everything—fast. Yet only a fraction of executives think their HR function is helping them adapt to the digital future. The smartest CLOs are already transforming their approaches to L&D. But evolving to meet the demands of today’s always-on economy takes more than just investing in bite-sized content and the newest technology. What separates the disruptors from the disrupted is how you put those new tools to work.
Find out:
- Why progressive learning leaders are rethinking their strategies
- How innovative L&D professionals are redesigning their toolkits and technology architectures
- What forward-thinking CLOs are doing to re-organize and re-skill their teams
Watch this course for a deep dive on building strategic L&D: https://www.linkedin.com/learning/organizational-learning-and-development
Workplace learning is evolving, and modern learning pros are facing new learning trends, challenges, and solutions. Join the LinkedIn Learning team and Britt Andreatta for a live overview of our new research from the 2017 Workplace Learning Report.
Together, we'll explore:
- Top learning trends and challenges uncovered
- Strategies for transitioning from a "service provider" to strategic business partner
- Tips for proving the value of learning to leaders and learners
- Insights to help inform your talent development strategies in 2017 and beyond
The Democratization of Learning and DevelopmentDavid Blake
The future of learning and development (L&D) is already here. This new reality includes workers and their managers sharing more of the responsibility than you might be used to. That doesn’t mean your L&D organization, practices, and tools are obsolete—they still play an important role. But they do need to evolve. These days, the most successful chief learning officers do more than just supply learning. They also enable their workers to take learning into their own hands.
Learning experiences happen all around us. Are you directing them? Or are you allowing them to happen on their own? This guide explores six steps you can use to successfully create a transformative culture of learning at your organization.
Learn more: http://www.lynda.com/Education-Elearning-training-tutorials/1792-0.html
Retooling L&D: Building the Right Capabilities for Organizational SuccessDavid Blake
Dismally, only 40% of organizations feel that their L&D organizations are helping to drive the business. New technologies, empowered and picky employees, and executives that demand results are fundamentally changing the role that L&D must play in the business. As organizations become more intent on adaptable and innovative workforces, L&D capabilities must move from “doing” to “influencing”.
Communities of Practice - Challenges, Curiosity and Dragons SIKM
Arup is an independent firm of designers, engineers, and consultants working across the built environment. They help clients solve complex challenges by turning ideas into reality.
Arup's challenges include improving health and well-being while transitioning to zero-carbon and adopting circular economy principles. They also focus on enhancing resilience to climate change and creating more equitable societies.
Arup has over 15,000 employees across 89 offices in 33 countries. They utilize their 40+ skills networks, which are communities of practice that virtually connect people to share knowledge across geographies. These networks are led by skills leaders and aim to ensure Arup remains best-in-class in its capabilities.
Conduent Webinar Feb 2020: Skills, The Currency of the Future of WorkDavid Blake
Two major shifts:
- Education went from being scarce to being abundant
- Technology outpaced the ability of humans to learn
- Created a massive global skills gap
CEO's reporting skills as a top priority, and lack of skills as a top threat to business
- Most companies cannot yet inventory skills
- Market is beginning to respond to meet this need
- Market maturity is highest around lifelong learning; medium around skills measurement; and nascent around skills gap analysis (informing what skills a company needs)
Digital technology is transforming just about everything—fast. Yet only a fraction of executives think their HR function is helping them adapt to the digital future. The smartest CLOs are already transforming their approaches to L&D. But evolving to meet the demands of today’s always-on economy takes more than just investing in bite-sized content and the newest technology. What separates the disruptors from the disrupted is how you put those new tools to work.
Find out:
- Why progressive learning leaders are rethinking their strategies
- How innovative L&D professionals are redesigning their toolkits and technology architectures
- What forward-thinking CLOs are doing to re-organize and re-skill their teams
Watch this course for a deep dive on building strategic L&D: https://www.linkedin.com/learning/organizational-learning-and-development
Workplace learning is evolving, and modern learning pros are facing new learning trends, challenges, and solutions. Join the LinkedIn Learning team and Britt Andreatta for a live overview of our new research from the 2017 Workplace Learning Report.
Together, we'll explore:
- Top learning trends and challenges uncovered
- Strategies for transitioning from a "service provider" to strategic business partner
- Tips for proving the value of learning to leaders and learners
- Insights to help inform your talent development strategies in 2017 and beyond
Productive Training and Education Consultants (PTEC), an Indian training company, was facing issues like deteriorating standards, client complaints, low trainer motivation and high turnover. They held a three-day retreat for trainers to address these problems. Trainers felt more consulted and networking improved perceptions. A knowledge management system was introduced focusing on trust, communication, learning and sharing to create a virtuous cycle. This led to increased motivation, recognition for skills development and a turnaround for PTEC.
Create a culture_of_learning_8.16.2017 (002)BizLibrary
Are you creating a learning culture for your employees? We're working in environments today where change is no longer an event but a constantly occurring process.
In order for businesses to maintain a competitive advantage, it's vital for their employees to be continually improving and learning. You may have some good ideas about what it takes to implement a culture of learning, but how’s your strategy? Do you have the tools and resources necessary to build a solid foundation for your learning culture? What's your communication plan? How will you measure success and failure?
In this webinar, CEO of BizLibrary, Dean Pichee will talk about what an engaged learning culture looks like, what types of strategies to implement to turn your ideas into a reality, how to make sure your training really sticks and how to manage the change that will inevitably occur as you implement a culture of learning.
Key Learning Objectives:
• Learn the key characteristics of an engaged learning culture
• Why micro-learning is the ideal tool for real culture-shift
• How the science of learning reinforces training and increases ROI
• Why change is inevitable and how to deal with it in a positive way
Every day, employees waste approximately 11% of their time on unproductive learning. According to CEB Research, this misused time costs the average organization more than $134.5 million in employee productivity each year.
Many think the answer is improved content that’s more relevant. But the better answer is actually being more productive and efficient with your learning time, or being a better learner.
The reality is that most of us, even those of us who are in the HR or L&D fields, don’t know how to learn effectively.
Lucky for you, Degreed and Dr. Barbara Oakley are going to help you become a better learner in just 45 minutes.
The Workforce is Learning Differently. What Does it Mean for the Digital CLO?David Blake
Organizational learning is always evolving, but it seems that we have reached a point in time when it is changing more rapidly than companies can keep up with. The changes are both dramatic and incremental, and coming from every direction. Simply changing what we do is not enough, we need to start changing who we are. Do today’s learning organizations and the people running them have the DNA to deliver the modern learning experience?
Why Learning is the Key to Happiness at WorkDavid Blake
Learning is your biggest competitive advantage – the key to getting and keeping great talent in an ever evolving workforce. People want to develop their skills for the future whether they are just graduating from college and are looking to land their first job, want to get better at the job they already have, or looking to gain new skills for their career of the future. Traditional classroom models are antiquated and outdated, but technology is making new things possible, and easier!
The Essential Skills Every Training Program Manager NeedsBizLibrary
The employee training industry is constantly evolving. That means the skills needed to be an effective employee training program manager are changing too. In this program, we’ll cover the basics of what a program manager is, what they do, the top ten characteristics of effective employee training program managers, and the steps necessary to improve your skillset.
In this webinar you will:
- Learn what a program manager is, what they do and who they typically are within an organization
- Find out the top ten essential competencies of a program manager, along with supporting skills to improve in those areas
The document discusses knowledge management and knowledge-based systems. It describes knowledge bases as storing knowledge that can be interpreted by inference engines using frame or rule-based reasoning. Frames represent structured knowledge through slots and facets, while rules represent knowledge as facts that can be derived through forward or backward reasoning. The document also discusses assessing tasks and processes to identify areas for knowledge management improvement through qualitative and quantitative analysis using methods like the balanced scorecard.
Unicon directors conference 2020 v finalDavid Blake
This document discusses the need for upskilling and reskilling workers during the COVID-19 economic crisis. It notes that the skills gap is increasing and jobless rates could reach 30% due to the pandemic's economic impact. While recessions typically increase enrollment in education, people may be unwilling to enroll in long-term programs given current uncertainty. The document argues that now is the critical time for upskilling, as 54% of the workforce will need reskilling in the next 5 years. Barriers to learning like lack of time have been reduced as people work from home with more flexible hours. A new learning model is proposed that combines working and learning time through sabbaticals and lifelong learning.
Keynote Presentation to CPA America Int'l in Portland, OR in September, 2014.
In a period of rapid change and increasing complexity, the winners will be those who can keep their rate of learning greater than the rate of change and greater than their competition or their L > C.
It's time to reimagine the CPA profession around the concepts of talent development and learning. New skills, new ways of learning, and new thinking. The need for a strategic and systematic approach to talent development is already underway in many high-performing organizations. Are you ready for these sweeping, even disruptive trends?
This presentation covers the latest trends and what we see as "next" practices emerging and how we, at the Business Learning Institute, are working to help CPA firms, corporations, government, and nonprofits with a new approach to talent development and learning designed to get two things: (1) business results and (2) engaged employees who are willing to give you their discretionary efforts!
Measuring the Impact of Employee Soft Skills TrainingBizLibrary
Why do organizations struggle with measuring the impact of their soft skills training?
We know that improved communications skills make our colleagues better sales professionals, HR professionals, customer service professionals, etc. But getting to actual proof of this “knowledge” isn’t always easy.
What You’ll Learn:
Common soft skills training and development challenges
How content should be delivered to achieve maximum benefit
How to build a framework for measurement of business benefits of soft skills
Flip Your Management Training: Inspire Employees with Blended Learning. Explore manager training options, the benefits and results of blended learning, and the role of online instruction. Presented by Dr. Britt Andreatta
You can find more of Britt's training on lynda.com, here are some of her courses:
The Neuroscience of Learning:
http://www.lynda.com/Education-Higher-Education-tutorials/Neuroscience-Learning/188434-2.html
Management Fundamentals:
http://www.lynda.com/Business-Skills-tutorials/Management-Fundamentals/142070-2.html
Leading Change
http://www.lynda.com/Business-Skills-tutorials/Leading-Organizational-Change/133350-2.html
Leading with Emotional Intelligence
http://www.lynda.com/Business-Skills-tutorials/Leading-Emotional-Intelligence/124087-2.html
Having Difficult Conversations
http://www.lynda.com/Business-Skills-tutorials/Having-Difficult-Conversations/124085-2.html
Leadership Fundamentals
http://www.lynda.com/Business-Skills-tutorials/Leadership-Fundamentals/122471-2.html
Delegating Tasks to Your Team
http://www.lynda.com/Business-Skills-tutorials/Delegating-Tasks-Your-Team/110278-2.html
Creating a Culture of Learning in the Modern WorkplaceBizLibrary
Are you creating a learning culture for your employees? We’re working in environments today where change is no longer an event but a constantly occurring process. In order for businesses to maintain a competitive advantage, it’s vital for their employees to be continually improving and learning.
You may have some good ideas about what it takes to implement a culture of learning, but how’s your strategy? Do you have the tools and resources necessary to build a solid foundation for your learning culture? What's your communication plan? How will you measure success and failure?
In this webinar, CEO of BizLibrary, Dean Pichee will talk about what an engaged learning culture looks like, what types of strategies to implement to turn your ideas into a reality, how to make sure your training really sticks and how to manage the change that will inevitably occur as you implement a culture of learning.
Key Learning Objectives
• Learn the key characteristics of an engaged learning culture
• Why micro-learning is the ideal tool for real culture-shift
• How the science of learning reinforces training and increases ROI
• Why change is inevitable and how to deal with it in a positive way.
Speaker Bio:
Dean Pichee, President and CEO of BizLibrary
Dean Pichee is a successful entrepreneur with over 25 years of experience in the employee training industry. He founded BizLibrary in 1996 to provide affordable, high-quality training resources to small and mid-sized organizations across all industries.
The document provides information on Noz Urbina and their consulting services for component content, taxonomy, and omnichannel experiences. It includes their contact information, experience, clients, and topics they can help with such as content design best practices for component content management and the continuous process of content strategy. The document also includes examples of how content can be modeled and structured for reuse across different contexts and channels through the use of things like personas, journeys, content patterns, and component types.
Pre-Employment Engagement: Becoming a Talent Magnet and Developing World Clas...The HR Observer
• Why talent branding is here to stay and where you should start with your talent brand strategy
• Reviewing the “faux paus” of talent brand and how to avoid them
• Why some talent acquisition departments fail and how to get your ship in order with world class talent acquisition
• Engaging with your candidate: discussing brand and candidate experience from attraction onboarding with engagement in mind
Mary Pratt, Recruiting & Talent Brand Coach
The document discusses how collaboration in the workplace can be improved. It finds that while collaboration is instinctively understood, many do not know how to demonstrate its business value. Research with HR and L&D practitioners revealed that organizations focusing on collaborative learning saw higher take-up of other learning interventions, engagement scores 10% higher, and over 2/3 believed it could boost productivity by at least 5%. The document advocates that organizations should view collaborative learning's impact on other areas like leadership development, project work, and career development to make the strongest business case for it.
Explore strategies for building high-performing, engaged teams of motivated employees—and how online learning can help.
More on how to motivate and engage employees: http://www.lynda.com/Business-Skills-tutorials/Motivating-Engaging-Employees/137886-2.html
In this webinar Amit Garg, Founder & CEO of Upside Learning, and Keith Keating, Global Learning Strategist at GP Strategies / Head of Global Learning Network at General Motors, will discuss learning engagement from different perspectives while sharing tips to help you achieve this high level of engagement in your training programs.
Knowledge management is about identifying, capturing, sharing, and evaluating a company's information assets. Microsoft implements several knowledge management strategies, including online collaboration tools, conferences, training initiatives, and an open office culture that encourages knowledge sharing. Microsoft recognizes that maintaining knowledge is essential for software companies and has integrated knowledge management into its organizational culture.
Lecture 3 - KNOWLEDGE CREATION AND KNOWLEDGE MANAGEMENT ARCHITECTUREMobi Marketing
The document discusses knowledge creation and knowledge architecture. It covers challenges in building knowledge management systems, compares knowledge management system life cycles, and outlines an 8 stage knowledge management system life cycle. It also discusses knowledge creation, infrastructure, architecture, and whether to build or buy a knowledge management system. Finally, it presents models for knowledge conversion and a 7 layer knowledge management system architecture.
Productive Training and Education Consultants (PTEC), an Indian training company, was facing issues like deteriorating standards, client complaints, low trainer motivation and high turnover. They held a three-day retreat for trainers to address these problems. Trainers felt more consulted and networking improved perceptions. A knowledge management system was introduced focusing on trust, communication, learning and sharing to create a virtuous cycle. This led to increased motivation, recognition for skills development and a turnaround for PTEC.
Create a culture_of_learning_8.16.2017 (002)BizLibrary
Are you creating a learning culture for your employees? We're working in environments today where change is no longer an event but a constantly occurring process.
In order for businesses to maintain a competitive advantage, it's vital for their employees to be continually improving and learning. You may have some good ideas about what it takes to implement a culture of learning, but how’s your strategy? Do you have the tools and resources necessary to build a solid foundation for your learning culture? What's your communication plan? How will you measure success and failure?
In this webinar, CEO of BizLibrary, Dean Pichee will talk about what an engaged learning culture looks like, what types of strategies to implement to turn your ideas into a reality, how to make sure your training really sticks and how to manage the change that will inevitably occur as you implement a culture of learning.
Key Learning Objectives:
• Learn the key characteristics of an engaged learning culture
• Why micro-learning is the ideal tool for real culture-shift
• How the science of learning reinforces training and increases ROI
• Why change is inevitable and how to deal with it in a positive way
Every day, employees waste approximately 11% of their time on unproductive learning. According to CEB Research, this misused time costs the average organization more than $134.5 million in employee productivity each year.
Many think the answer is improved content that’s more relevant. But the better answer is actually being more productive and efficient with your learning time, or being a better learner.
The reality is that most of us, even those of us who are in the HR or L&D fields, don’t know how to learn effectively.
Lucky for you, Degreed and Dr. Barbara Oakley are going to help you become a better learner in just 45 minutes.
The Workforce is Learning Differently. What Does it Mean for the Digital CLO?David Blake
Organizational learning is always evolving, but it seems that we have reached a point in time when it is changing more rapidly than companies can keep up with. The changes are both dramatic and incremental, and coming from every direction. Simply changing what we do is not enough, we need to start changing who we are. Do today’s learning organizations and the people running them have the DNA to deliver the modern learning experience?
Why Learning is the Key to Happiness at WorkDavid Blake
Learning is your biggest competitive advantage – the key to getting and keeping great talent in an ever evolving workforce. People want to develop their skills for the future whether they are just graduating from college and are looking to land their first job, want to get better at the job they already have, or looking to gain new skills for their career of the future. Traditional classroom models are antiquated and outdated, but technology is making new things possible, and easier!
The Essential Skills Every Training Program Manager NeedsBizLibrary
The employee training industry is constantly evolving. That means the skills needed to be an effective employee training program manager are changing too. In this program, we’ll cover the basics of what a program manager is, what they do, the top ten characteristics of effective employee training program managers, and the steps necessary to improve your skillset.
In this webinar you will:
- Learn what a program manager is, what they do and who they typically are within an organization
- Find out the top ten essential competencies of a program manager, along with supporting skills to improve in those areas
The document discusses knowledge management and knowledge-based systems. It describes knowledge bases as storing knowledge that can be interpreted by inference engines using frame or rule-based reasoning. Frames represent structured knowledge through slots and facets, while rules represent knowledge as facts that can be derived through forward or backward reasoning. The document also discusses assessing tasks and processes to identify areas for knowledge management improvement through qualitative and quantitative analysis using methods like the balanced scorecard.
Unicon directors conference 2020 v finalDavid Blake
This document discusses the need for upskilling and reskilling workers during the COVID-19 economic crisis. It notes that the skills gap is increasing and jobless rates could reach 30% due to the pandemic's economic impact. While recessions typically increase enrollment in education, people may be unwilling to enroll in long-term programs given current uncertainty. The document argues that now is the critical time for upskilling, as 54% of the workforce will need reskilling in the next 5 years. Barriers to learning like lack of time have been reduced as people work from home with more flexible hours. A new learning model is proposed that combines working and learning time through sabbaticals and lifelong learning.
Keynote Presentation to CPA America Int'l in Portland, OR in September, 2014.
In a period of rapid change and increasing complexity, the winners will be those who can keep their rate of learning greater than the rate of change and greater than their competition or their L > C.
It's time to reimagine the CPA profession around the concepts of talent development and learning. New skills, new ways of learning, and new thinking. The need for a strategic and systematic approach to talent development is already underway in many high-performing organizations. Are you ready for these sweeping, even disruptive trends?
This presentation covers the latest trends and what we see as "next" practices emerging and how we, at the Business Learning Institute, are working to help CPA firms, corporations, government, and nonprofits with a new approach to talent development and learning designed to get two things: (1) business results and (2) engaged employees who are willing to give you their discretionary efforts!
Measuring the Impact of Employee Soft Skills TrainingBizLibrary
Why do organizations struggle with measuring the impact of their soft skills training?
We know that improved communications skills make our colleagues better sales professionals, HR professionals, customer service professionals, etc. But getting to actual proof of this “knowledge” isn’t always easy.
What You’ll Learn:
Common soft skills training and development challenges
How content should be delivered to achieve maximum benefit
How to build a framework for measurement of business benefits of soft skills
Flip Your Management Training: Inspire Employees with Blended Learning. Explore manager training options, the benefits and results of blended learning, and the role of online instruction. Presented by Dr. Britt Andreatta
You can find more of Britt's training on lynda.com, here are some of her courses:
The Neuroscience of Learning:
http://www.lynda.com/Education-Higher-Education-tutorials/Neuroscience-Learning/188434-2.html
Management Fundamentals:
http://www.lynda.com/Business-Skills-tutorials/Management-Fundamentals/142070-2.html
Leading Change
http://www.lynda.com/Business-Skills-tutorials/Leading-Organizational-Change/133350-2.html
Leading with Emotional Intelligence
http://www.lynda.com/Business-Skills-tutorials/Leading-Emotional-Intelligence/124087-2.html
Having Difficult Conversations
http://www.lynda.com/Business-Skills-tutorials/Having-Difficult-Conversations/124085-2.html
Leadership Fundamentals
http://www.lynda.com/Business-Skills-tutorials/Leadership-Fundamentals/122471-2.html
Delegating Tasks to Your Team
http://www.lynda.com/Business-Skills-tutorials/Delegating-Tasks-Your-Team/110278-2.html
Creating a Culture of Learning in the Modern WorkplaceBizLibrary
Are you creating a learning culture for your employees? We’re working in environments today where change is no longer an event but a constantly occurring process. In order for businesses to maintain a competitive advantage, it’s vital for their employees to be continually improving and learning.
You may have some good ideas about what it takes to implement a culture of learning, but how’s your strategy? Do you have the tools and resources necessary to build a solid foundation for your learning culture? What's your communication plan? How will you measure success and failure?
In this webinar, CEO of BizLibrary, Dean Pichee will talk about what an engaged learning culture looks like, what types of strategies to implement to turn your ideas into a reality, how to make sure your training really sticks and how to manage the change that will inevitably occur as you implement a culture of learning.
Key Learning Objectives
• Learn the key characteristics of an engaged learning culture
• Why micro-learning is the ideal tool for real culture-shift
• How the science of learning reinforces training and increases ROI
• Why change is inevitable and how to deal with it in a positive way.
Speaker Bio:
Dean Pichee, President and CEO of BizLibrary
Dean Pichee is a successful entrepreneur with over 25 years of experience in the employee training industry. He founded BizLibrary in 1996 to provide affordable, high-quality training resources to small and mid-sized organizations across all industries.
The document provides information on Noz Urbina and their consulting services for component content, taxonomy, and omnichannel experiences. It includes their contact information, experience, clients, and topics they can help with such as content design best practices for component content management and the continuous process of content strategy. The document also includes examples of how content can be modeled and structured for reuse across different contexts and channels through the use of things like personas, journeys, content patterns, and component types.
Pre-Employment Engagement: Becoming a Talent Magnet and Developing World Clas...The HR Observer
• Why talent branding is here to stay and where you should start with your talent brand strategy
• Reviewing the “faux paus” of talent brand and how to avoid them
• Why some talent acquisition departments fail and how to get your ship in order with world class talent acquisition
• Engaging with your candidate: discussing brand and candidate experience from attraction onboarding with engagement in mind
Mary Pratt, Recruiting & Talent Brand Coach
The document discusses how collaboration in the workplace can be improved. It finds that while collaboration is instinctively understood, many do not know how to demonstrate its business value. Research with HR and L&D practitioners revealed that organizations focusing on collaborative learning saw higher take-up of other learning interventions, engagement scores 10% higher, and over 2/3 believed it could boost productivity by at least 5%. The document advocates that organizations should view collaborative learning's impact on other areas like leadership development, project work, and career development to make the strongest business case for it.
Explore strategies for building high-performing, engaged teams of motivated employees—and how online learning can help.
More on how to motivate and engage employees: http://www.lynda.com/Business-Skills-tutorials/Motivating-Engaging-Employees/137886-2.html
In this webinar Amit Garg, Founder & CEO of Upside Learning, and Keith Keating, Global Learning Strategist at GP Strategies / Head of Global Learning Network at General Motors, will discuss learning engagement from different perspectives while sharing tips to help you achieve this high level of engagement in your training programs.
Knowledge management is about identifying, capturing, sharing, and evaluating a company's information assets. Microsoft implements several knowledge management strategies, including online collaboration tools, conferences, training initiatives, and an open office culture that encourages knowledge sharing. Microsoft recognizes that maintaining knowledge is essential for software companies and has integrated knowledge management into its organizational culture.
Lecture 3 - KNOWLEDGE CREATION AND KNOWLEDGE MANAGEMENT ARCHITECTUREMobi Marketing
The document discusses knowledge creation and knowledge architecture. It covers challenges in building knowledge management systems, compares knowledge management system life cycles, and outlines an 8 stage knowledge management system life cycle. It also discusses knowledge creation, infrastructure, architecture, and whether to build or buy a knowledge management system. Finally, it presents models for knowledge conversion and a 7 layer knowledge management system architecture.
The document discusses knowledge management at HP Consulting. It outlines the business case for knowledge management, which is driven by rapidly changing technology, increased complexity, and the need to leverage collective knowledge globally. The implementation strategy focuses on processes like learning communities and project snapshots to balance reuse and innovation. Key elements include the K-Net knowledge portal and consulting content lifecycle. Consultants are encouraged to share knowledge and leverage others' expertise through these new systems and communities.
IMPLIMENTATION OF KNOWLEDGE MANAGEMENT (Apple Inc) Nur Fatihah
The document outlines a presentation on implementing knowledge management at an organization. It discusses 4 phases: 1) evaluating infrastructure, 2) designing the KM system, 3) deploying the system, and 4) evaluating it. It also discusses leveraging knowledge to improve work processes and quality of life. The presentation recommends applying ideas like putting users first and ease of use. It provides examples of how Apple Inc. implements KM, including through a dedicated team and tools, to enhance customer experiences.
“If you have an apple and I have an apple and we exchange these apples then you and I will still each have one apple. But if you have an idea and I have an idea and we exchange these ideas, then each of us will have two ideas.” (George Bernard Shaw)
Unlike many other resources that get depleted when shared, an idea or a knowledge nugget only gets enriched. From an era where labor and capital ruled, we now have evolved to a period where knowledge is seen as the key, if not the sole differentiator.
Knowledge Management at Toyota
According to analysts, Toyota's success in both the local and global markets was based on its gaining a competitive advantage through implementation of innovative and path-breaking ideas on its production floors.
Toyota Production System (TPS) worked on the basic idea of maintaining a continuous flow of products in factories in order to adapt flexibly to changes in demand.
TPS linked all production activities to real dealer demand through implementation of Kanban, JIT (Just-In-Time) and other quality measures...
The document provides an overview of knowledge management practices at The Coca-Cola Company. It discusses the company's initial setup of knowledge management which involved decentralization and appointing local managers. The main knowledge management tools used are the intranet, business reviews, and informal networks. The implementation captures tacit knowledge among employees to create innovations. Technology used includes the intranet system and advanced systems like EDI to improve information access. A success story details how the digital archives system allows easy access to marketing assets. Revenue was uplifted through cost cutting and efficiency programs like Project MAX.
This document discusses knowledge management and leadership in knowledge domains. It covers developing a knowledge strategy, assessing an organization's knowledge culture, and implementing knowledge management practices. The key points are:
- A knowledge strategy helps staff adopt best practices and lessons learned to achieve organizational goals.
- Conducting a knowledge audit establishes the need for change and identifies gaps in an organization's knowledge development and sharing.
- Developing and communicating a knowledge strategy can help move an organization toward a collaborative knowledge culture.
InnovNation - Main Presentation in EnglishInnovNation
Bluenove is a leader in open and collaborative innovation consulting services based in Paris, France with subsidiaries in Montreal and partnerships in Brazil. Founded in 2008, Bluenove has a team of 25 employees who have completed over 120 projects for 50+ clients. Bluenove specializes in using a company's innovative ecosystem and internal resources for collaborative innovation projects.
The document discusses knowledge management (KM) principles and how KM can be applied throughout the project lifecycle. It contains summaries of KM principles such as having clear objectives for KM, developing definitions of knowledge and KM, and distinguishing KM from information management. It also discusses creating different working environments for different types of knowledge work. The document then covers how KM can be embedded in each stage of the project lifecycle from initiation to benefits realization. It emphasizes planning KM activities tailored to each project stage.
The document provides information on Reeni Kennedy's current role as Forest Project Manager at Rhubodach Forest, where she oversees overall operations and is responsible for financial management, fundraising, partnership building, project design and implementation, evaluation, and general office duties. She has achieved skills in fundraising, events organization, and using WordPress. The document also outlines her education history and qualifications, as well as her previous employment history working in procurement and supply chain management for Inbev UK Ltd.
The Marketer's Dilemma in Today's Global Digital Era - Liesl Leary and Henry ...SDL
Huawei worked with SDL Marketing Solutions to improve their global marketing efforts across 14 countries. SDL provided on-site editors to synchronize regional content with global English content and optimize regional marketing activities. This resulted in a 20% increase in traffic and conversions in less than a year, with more unified branding and improved global efficiency. The success of this case study demonstrated the benefits of decoupling creative work from execution and industrializing global adaptation and delivery, enabled by technology, to provide localized insights, cultural adaptation, and personalization across markets.
np group is a leading provider of specialist technology talent through their unique campaign delivery model. They have successfully delivered over 50 major campaigns across Europe, the Middle East, Africa, the US, and Asia over the past 18 years. np group focuses on key areas such as networking, telecoms, unified communications, Windows, distributed computing, enterprise applications, software development, IT management, business consulting, information security, and green technology. They utilize a proven methodology of proactively identifying candidates, focusing on in-demand skills, and leveraging their global research and staffing capabilities to quickly and efficiently deliver top talent to their clients.
Npg company overview_2010_single_pageviewpaulapling
np group is a leading provider of specialist technology talent through their unique campaign delivery model. They have experience successfully delivering major campaigns across global regions. Their methodology focuses on placing the right candidates through proactive identification and sourcing, as well as their offshore data mining capabilities. np group works across various technology practices including networking, unified communications, Windows and distributed computing, information security, enterprise applications and software development, and IT management and consulting.
np group is a leading provider of specialist technology talent through their unique campaign delivery model. They have successfully delivered over 50 major campaigns across Europe, the Middle East, Africa, the United States and Asia over the past 18 years. np group focuses on key technology areas including networking, telecoms, unified communications, Windows and distributed computing, information security, enterprise applications and software development, and IT management and business consulting. They utilize a proven campaign methodology and offshore data mining capabilities to efficiently source and deliver top talent to clients.
np group is a leading provider of specialist technology talent through their unique campaign delivery model. They have experience successfully delivering major campaigns across global regions. The document provides an overview of np group's services and methodology. It discusses their focus on client needs, proactive identification and sourcing of candidates, and delivering talent to candidate-driven markets. It also outlines their various practices including information security, networking/telecoms, Windows/distributed computing, and others.
Harnessing the power of Project ManagementWes Balakian
The document discusses harnessing the power of project management. It discusses how project management can help organizations move from being flat to extraordinary, cost centers to profit centers, over-staffed to lean, and over-budget to cost effective. It also discusses how project management can help organizations improve business results, maximize profitability, increase productivity without capital investment, expand human capital effectiveness, and excel at customer satisfaction. Additionally, it discusses how project management can help solve the four biggest problems plaguing CEOs which are failing to deliver on time, not enough sales, failing to hire and retain talent, and failing to manage change.
The document discusses knowledge transfers in the workplace. It notes that continuous growth of knowledge in IT, new frameworks, different project scopes, and bridging gaps between levels of knowledge necessitate knowledge transfers. Knowledge transfers can occur through mentorships, training, workshops, and company documents. The process involves identifying knowledge holders, documenting knowledge, motivating sharing, and transferring knowledge through documents, workshops, and assessments. Benefits include growth, improved task planning, new knowledge documentation, improved knowledge management, shared ideas, accelerated development, and risk reduction. Barriers include finding time and lack of interest, while enablers are willingness to share, procedures, knowledge management tools, and interaction between people.
The document discusses the 7 C's of knowledge leadership: Context, Competency, Culture, Communities, Common Language, Communications, and Coaching. Effective knowledge leadership requires considering these domains and adapting to the new economic world order focused on intellectual capital rather than financial capital. Key aspects of knowledge leadership include developing an innovation culture, collaborative communities, shared language, strong communication, and coaching skills. Leaders must understand different contexts around financial versus human capital and adapt their approaches accordingly.
The document discusses strategies for developing IT staff skills at AkzoNobel. It notes that the company's IT organization lacks balance and younger staff. Examples provided of effective skills development programs include traineeships that rotate young talents through different jobs, training to develop cultural skills like feedback and expectations, and an external MBA program in Business and IT to develop leadership skills.
The document discusses strategies for developing and balancing the skills of AkzoNobel's IT staff of 992 employees across 47 countries. It provides 3 examples of successful programs: a traineeship program that develops young talents, an internal core skills training to improve culture, and an external MBA program in Business & IT to develop leadership skills. The goal is to transform IT through shared services, simplification, integral management, and a focus on business optimization over technology.
BetaCodex01 - Techniques for TransformationGebhard Borck
The document discusses techniques for organizational transformation using a "BetaCodex" change management model. Some key points include:
1) Organizations should be treated as systems and transformed holistically rather than by individual departments alone. The role of consultants is to advise, not implement changes.
2) Successful transformation requires changing people's mindsets and behaviors through coaching, training, and community building.
3) A "double helix" change process framework combines organizational changes with supporting individual changes over time.
4) Techniques like knowledge turn tables and storytelling tools can generate buy-in and common understanding to guide the transformation process.
Cooperate cross industrial and take advantage of the next business opportunitiesMarc Borremans
The document discusses opportunities arising from the migration of work and knowledge globally. It identifies the migration of talent as a major driver of change, offering opportunities to attract, share, develop and sell talent solutions. Specific opportunities mentioned include managing migrant labor, enabling expertise sharing worldwide, and creating new work environments using technology. The document urges readers to consider how they can capitalize on and develop solutions for the business opportunities presented by global talent mobility.
This document discusses how businesses are increasingly using social technologies to engage employees, customers, and partners. It argues that social platforms fit existing business cultures by allowing knowledge to be shared openly through conversations and collaboration, rather than requiring top-down documentation. Such platforms expose an organization's entire network and knowledge, including both explicit knowledge stored in documents and tacit knowledge shared in real-time interactions. They provide value both for individuals through improved collaboration and efficiency, and for businesses through increased innovation, engagement, and faster onboarding of new employees.
This document provides an overview and index of learning and development services offered by SkillDom, including:
- Facilitator led programs on various topics like analytical skills, time management, and cross-cultural sensitivity.
- Elearning courses on subjects such as fundamentals of finance, business communication, and analytical skills. The courses use interactive scenarios and games to engage learners.
- Customized learning solutions including custom content development and blended learning programs.
- Assessments and mobile apps to enhance the learning experience.
SkillDom aims to make learning engaging and applicable to real-world business needs through their contextual approach and use of technology.
Old Mutual Team - Implementing Cultural Transformation in a Decentralised Int...ValuesCentre
The document discusses Old Mutual's cultural transformation journey across its business units:
1) Wealth built leadership capacity and alignment through an experiential process that fostered transparency, collective responsibility, and dialogue.
2) The Group took the work group-wide using culture assessments, metrics, case studies, and engaging employees.
3) Emerging Markets used a rolling start, first educating leaders then aligning them through shared experiences before building a broad leadership program.
4) Nedbank sustains its journey through yearly culture assessments showing increasing alignment to key values like accountability and client-focus.
Similar to Knowledge management in-global-firm (20)
Stella Ceramic is a ceramic company located in Bangladesh. The document is a presentation about Stella Ceramic given by G.M. Kamrul Hassan, the Head of Corporate Marketing. The presentation provides information about Stella Ceramic's operations in Bangladesh.
This very short document expresses gratitude but does not provide any context or details about what is being thanked. It consists of only two words: "Thanks" and "ToAll".
The presentation is titled "22 Amazing Pictures" and was presented by G.M. Kamrul Hassan. The presentation likely showed 22 pictures that were deemed amazing by the presenter.
G M Kamrul Hassan is an individual mentioned in the document. The document provides no other details about G M Kamrul Hassan or any activities. The document is very brief and does not contain enough contextual information to generate a meaningful 3 sentence summary.
This presentation features 22 amazing pictures and is presented by G.M. Kamrul Hassan. The presentation does not provide any other details about the topic, content, or purpose of the pictures being shown.
Presentation on g. m. kamrul hassan imageKamrul Hasan
This document appears to be a training session image from G.M. Kamrul Hassan of the Training & Development department at an unknown organization. It contains a photo labeled "T&D" and the word "Thanks" followed by "To" and "All".
This document outlines a presentation on train the trainer. It covers preparing for training sessions by understanding adult learning processes and creating lesson plans. It discusses techniques for engaging an audience such as gaining their attention, setting objectives and providing overviews. The document also addresses delivery skills like using a variety of voices and facilitating discussions through summarizing and asking questions. Demonstration training is covered, emphasizing explaining steps and verifying understanding. The presentation ends with summarizing key points and following up on action items.
Presentation on setting goals & beliefsKamrul Hasan
This document discusses the importance of aligning one's beliefs with the goals they set. It notes that beliefs determine the choices made with available resources. When setting a goal, most people fall into thinking either that positive thinking alone can manifest anything, or that external factors alone dictate results. However, the document advocates using beliefs to get specific responses from the environment. It provides a 5-step process to design beliefs optimized for the goals: 1) describe the ideal outcome workflow in 7 steps, 2) outline skills needed, 3) challenges, 4) beliefs to overcome challenges, 5) create an ecosystem to support those beliefs. The overall message is that properly aligning one's beliefs is key to achieving goals.
The document contains images of G.M. Kamrul Hassan along with other individuals including H M Earshed, DR. Anamul, Hider Alii, Babu, and Halim. Kamrul Hassan appears in most of the images, sometimes alone and other times with one other person.
The document provides details about several important historical and cultural sites in Bangladesh. It describes national monuments and museums such as the Shaheed Minar, Tajrat Rajbari palace museum, Ahsan Manzil palace museum, and Lalbagh Fort. It also discusses important mosques, including the Baitul Mukarram national mosque, Shait Gambuj mosque, and Chhota Sona masjid. Additionally, it mentions archaeological sites like Mainamati, Paharpur, and Mahasthangar that showcase Bangladesh's ancient history.
Bangladesh has the highest population density in the world and has been a democracy since 1991. It has experienced strong economic growth, with GDP increasing 20% over the last 20 years, and is considered the economic tiger of South Asia. Dhaka is the capital and more populous than Buenos Aires, with massive construction ongoing. Cox's Bazar has the longest sea beach in the world, and the Jatio Sangsad is the National Assembly building. The document was presented by the Bangladesh Manpower Training Center and includes contact information for the trainer.
This document provides an overview of a study conducted on the economics of adaptation to climate change in Bangladesh. It lists publications and reports from the broader Economics of Adaptation to Climate Change (EACC) study, including synthesis reports, discussion papers, and country case studies. This document focuses on the Bangladesh country case study, outlining its objectives to assess the potential impacts of climate change on key development sectors in Bangladesh and estimate the costs of adapting to these impacts. It acknowledges that climate hazards pose significant risks to achieving development goals in Bangladesh and that adaptation is essential for continued development.
The document discusses time as a bank that credits each person with 86,400 seconds each day but does not carry over unused time to the next day. It encourages people to make full use of their time each day and invest some time into the future, just as they would money from a bank. The clock is always ticking, so people should make the most of their time and not let precious seconds slip away.
The document provides a list of motivational sayings from A to Z with messages encouraging the reader to achieve their dreams. Some of the key points covered include believing in yourself, not giving up, enjoying life, valuing friends and family, giving more than planned, ignoring discouragement, making things happen, understanding yourself, and focusing efforts on your goals.
This training program on team building covers topics like forming-storming-norming-performing, Belbin Team Types, and Team Sociomapping to help individuals, small teams, and large teams improve communication, make the workplace more enjoyable, and improve productivity. The program also aims to develop team leadership skills and was conducted by trainer G.M. Kamrul Hasan from MTC Bangladesh.
This training program on team building covers topics like forming-storming-norming-performing, Belbin Team Types, and Team Sociomapping to help individuals, small teams, and large teams improve communication, make the workplace more enjoyable, and improve productivity. The program also aims to develop team leadership skills and was conducted by trainer G.M. Kamrul Hasan from MTC Bangladesh.
Figur 3. Gapet mellan tillväxten av ny kunskap respektive tillväxten av människans förmåga att absorbera kunskapen. (Fritt efter Robert Junks anförande vid framtidsseminarium i Salzburg1989)
I chose to show this one because interesting to see how we are really becoming a more connected world, This is a picture of inds in Germany working in pharmaceutical industry. The nodes are inds and the different colors represent organizations. Here see that a high degree of inter-collaboration bw inds. What is interesting is that the world is shrinking bc becoming easier and easier to collaborate with others. Just 15 years ago, much more difficult to communicate with others outside of own organization. Had to go to conferences or located in your home town. Research has found that researchers in silicon valley and boston becoming increasingly connected. Now not only easier to communicate with those who do know outside organization, but easier to find others to collaborate with through mailing lists, electronic communities, networking software such as LinkedIn. Spider eating a banana Six degrees of separation Nicola’s aunt in Klippa, Sweden who is not so far from Monica Lewinsky (Nicola knows Fredrik who knows Göran who knows Bill Clinton who knows Monica).
Why are firms implementing a globalization strategy? What are the goals of this strategy?
Talk about what necessary in global firm Building and legitimizing multiple perspectives Dispersed and integrated assets/capabilities Flexible and robust processes for creating, integrating knowledge Global mindset - the key global issue [for GM] is how to transform the organization internally to become globally competitive. Even for employees who may never go overseas, it is necessary to constantly sensitize everyone to the fact that they are in a global business. The Transnational organization attempts to resolve the inherent limitations of the three organisation archetypes Three key characteristics: Builds and legitimizes multiple internal perspectives Dispersed and interdependent physical assets and capabilities (knowledge) Robust and flexible integrative process Subsidiary as semiautonomous identity within a differentiated system Characteristics Configuration of assets and capabilities Multi-domestic Decentralized and nationally self-sufficient Global Dispersed, Interdependent and specialized Role of overseas operation Sensing and exploiting local opportunities Differentiated contributions by national units to integrated worldwide operations Development and diffusion of knowledge Knowledge developed locally and retained within each unit, some transfers Knowledge developed jointly and shared worldwide Power people – who are those with power in heterarchy? These are the ones who in nw, not necessarily those in hierarchical positions
If only HP knew what HP knows. A surprising amount of corporate knowledge is the property of individuals , not the firm. All too often when someone leaves an organization, their knowledge leaves with them . People are not always inclined to create or disseminate knowledge E mbedded knowledge is hard to extract – contained in systems, practices, structures. – employees frequently spend large amount of time reinventing the wheel. Attract and retain key individuals - this is very important benefit that often forgotten. Can’t have leading organization without leading individuals. Can’t expect to attract them if not working with leading edge practices and technologies. Nor expect to retain them if you do not provide opportunities for innovation, creativity, to use their intellectual prowess.
Common starting point is to classify knowledge into categories. Data - facts, observations, data points. Not meaningful when out of context. Example is just a number, Information - results from data being put into some meaningful context. eg, number of patients cared for during year. Knowledge is information combined with experience, context, interpretation, and reflection to guide task execution What is useful is to think that information and knowledge are not depleted when used and actually grow as shared. information tends to be more tangible, easily transferable and reproducible. Organizational value on one axis, degree of interpretation, understanding on other axis. Difficulty to transfer increases Collective knowledge provides a more solid base for competitive advantage than individual knowledge. More difficult to copy, steal. This collective knowledge developed in a social process
Important dimension of knowledge is tacit vs articulate. Another well-known example of this is how do we recognize faces? Knowledge that is written, spoken or expressed in documents, Knowledge that is intuitive and difficult to explain Knowledge on other hand tends to be more intangible, tacit context, affects meaning, transfer requires learning, and are not easily reproducible. To rephrase Polanyi, orgs know more than they can say (K&Z) What we see is extent to which knowledge can be codified. Golf example, reading manual does not teach you how to play golf. Relating this to organizations can also possess tacit knowledge, eg to be innovative, try to describe how Sony or HP creates new process. But clearly not something that can be learned by another organization. Knowledge or know-how has to do with process of learning, understanding, and applying information Tacit group knowledge – team coordination, tacit organizational knowledge – corporate culture
From individual knowledge to organizational knowledge While organizations cannot create knowledge without individuals, unless individual knowledge is shared with other individuals and groups, the knowledge will have a limited impact on organizational effectiveness. This then leads to a challenge within KM, that of disseminating knowledge within the organization. One finding 158 of 200 execs in large mncs found that most successful methods for turning knowledge into practical results come from informal employee networks and other workplace practices and not from databases or manuals, etc. Four important constructs underlie the perceptions of social context in organizations (Scott, 1995): organizational identity, goals, norms, and power structures. Briefly, a DWE's organizational identity depicts "who we are as an organization;" the goals define "what is our purpose;" the norms indicate "how we do things as an organization;" and the power structures signal "who has power to influence the actions of others."
End this session with our definition of KM What do we mean when we say that an organization is a learning organization? Students will immediately focus on transfer, but it is important to get out that transfer is not the only feature of learning. Also, need to get ideas that are necessary for transfer. How do we get ideas necessary for transfer? Eventually someone will say something about generation of ideas. And perhaps, because they have had it before, someone may simply just say variation-selection-retention. Benchmarking is the process of identifying, understanding, and adapting outstanding practices from organizations, including your own, anywhere in the world. Benchmarking teams are formed to assess the current state of the organization on a particular process, identify gaps and problems, and then search for best practices outside the company. Generate internally Innovation in R&D laboratories or projects Cross-fertilization of ideas, new combinations Experimentation and challenge Internal customers and suppliers Domain experts Generate externally Through customer/client interaction Learning through JVs, alliances, acquisitions “ Scanner units” in leading edge clusters Hiring key people from competitors Corporate espionage, business intelligence Supporting external informal networks Organize Collect, validate, and filter Represent in databases, documents, pointers, etc. Determine how to best organize for efficient retrieval Disseminate Determine appropriate means, e.g., meetings, newsletters, etc. Push vs pull Embed Embed in processes, products, and/or services Learning by doing
What do we mean by this? We need to think about a company’s strategy and the role of strategy in KM. Which activities do you want to emphasize or deemphasize. This is where the role of strategy comes in. What do we mean by strategy? Three simple questions Just implementing standard IT solutions in companies such as Cap Gemini or developing high-level strategic solutions for clients. McKinsey example - high-level strategic solutions for clients. Use environment within strategy. Creating through brainstorming sessions with people from across offices. Difficult to codify so create database with description of people to contact. People within strategy practice. Embed through office rotation.
Communications and messaging to get at tacit knowledge Discuss here that databases are important but dont rely so heavily on these, need to think about what knowledge to put into them and who access, how to structure. Too easy to become info junkyards
Few success examples where you can rely on the stated benefit with databases
Where do people sit when come from abroad – the conference room?
This good to show - how create COE, what should center around??? For example, GM uses what they refer to as internal consulting teams to collect information about best manufacturing processes and to disseminate them to other plants world-wide. Good for development of mutual knowledge, tacit knowledge Can be seen as formalized informal network of competence But go from competence to capability Established only in areas of strategic importance Heart of COE was leading edge knowledge of small group of individuals who responsible for maintenance and development of knowledge (between one and 10) All had dual role – both to transfer current responsibilities Can also be virtual, but then this more like CP What area of knowledge think should have a COE around? Individuals in COEs then either placed on teams and/or develop materials and training courses
My research at three different companies, Cap Gemini, Icon Medialab, and Ericsson. What do you think used most?
See that increasingly through informal networks that info is found and work gets done. Considerable research done on communities of practice, networks of practice. Temporary structures – cps Why do you think this way? Easier than following the traditional chains, don’t know the person, prestige, speak same language, identify with individual, trust. Result is that informal structure better at promoting flexibility, innovation, efficiency Yet unfortunately, mgt in many orgs do not pay attention or provide these networks with resources. Often know little about our own networks outside the closest 5-6 people. And in fact we often treat as invisible enemy, can’t see it, can’t manage it, and one that keeps decisions from being made and work from getting done. But today hope to deepen your understanding of these networks. Company’s intelligence is in its social systems, not in its computer systems – this is data. Tools for developing mutual knowledge
Infrastructure services firm
Communities of Practice: Boundary spanning A channel for knowledge to flow Means to strengthen the social fabric The locus of knowledge creation and use Solve the problem of getting knowledge to those who need it. COPs, more than any other organization, develop strong feelings of social capital Communication and Ke exchange a regular part of COPs Development of special codes and routines (overlapping knowledge) Training new members - mix of experts/novices New ideas easily flow War stories and gossip critical for exchanging knowledge
End this session with our definition of KM
1. Knowledge sharing – learning To share critical knowledge to support problem-solving in daily ongoing business practices to transfer and implement best practices 2. Knowledge creation – incremental innovation To improve business processes and change work practices 3. Knowledge creation – radical innovation To create new strategic knowledge by developing new products that are implemented successfully in the market
Need eldsjäl
Typically arose out of customers’ unmet demands in local marketplace Leveraging local competitive strengths Seek to develop a new product, market or process through opportunities that first identified in subsidiary’s home market
Alliances - In addition, they found that successful collaboration between university and industry was often the result of emergent personal relationships. Kreiner & Schulz RD - 40% of potential solutions and opportunities derived from personal external contacts powell et al - interorganizational networks in biotech industry provide knowledge critical to innovation mgt unaware of what going on - 10 vs 57 ongoing efforts at partnering in multinational telecom company.
Important to involve participants in design of program Don’t underestimate time needed to organize and run program, to understand participant needs, and to make purpose clear from beginning Online user communities – Innovation stemming from interactions between users.
End this session with our definition of KM Our KM vision is “BP knows what it knows, learns what it needs to learn, and uses knowledge to create overwhelming sustainable advantage.”
Why didn't knowledge and practices transfer? It wasn't because people are inherently turf-protecting, knowledge-hoarding beings. Szulanski found that the number one, biggest barrier to the transfer was ignorance. And ignorance on both ends of the transfer. At most companies, particularly large ones, neither the "source" nor the "recipient" knew someone else had knowledge they required or would be interested in knowledge they had. The most common response from employees was either "I did not know that you needed this" or "I did not know that you had it.“ Once they recognized that a better practice existed, the second biggest barrier to transfer was the absorptive capacity of the recipient: Even if a manager knew about the better practice, he or she may have had neither the resources (time or money) nor enough practical detail to implement it. The third barrier to transfer was the lack of a relationship between the source and the recipient of knowledge—i.e., the absence of a personal tie, credible and strong enough to justify listening to or helping each other, stood in the way of transfer. Finally, Szulanski found that even in the best of firms, in-house best practices took an average of 27 months to wind their way from one part of the organization to another.
Most people have a natural desire to learn, to share what they know, and to make things better. This natural desire is thwarted by a variety of logistical, structural, and cultural hurdles that organizations create. These include: • Organizational structures that promote "silo" behavior, in which locations, divisions, and functions are so focused on maximizing their own accomplishments and rewards that they, consciously or unconsciously, hoard information and thereby suboptimize the total organization. A leadership team and culture supportive of transfer requires a common focus and common fate. Without it, people have little incentive to overcome other obstacles that time and space create. • A culture that values personal technical expertise and knowledge creation over knowledge sharing. This is rampant in engineering and knowledge-based organizations, such as consulting and research firms. Another cultural barrier is the "not-invented-here" syndrome and the lack of experience learning from outside one's own small group. Benchmarking has dramatically changed this culture in many organizations. • The lack of contact, relationships, and common perspectives among people who don't work side by side. In most organizations, the left hand not only doesn't know what the right hand is doing, but it also may not even know there is a right hand. There is a need to create and catalogue the corporate memory of an organization's expertise and abilities so others can build networks and new solutions together. • An over-reliance on transmitting "explicit" rather than "tacit" information. Most of the important information people need to implement a practice cannot be codified or written down—it has to be shown to them or it requires dialogue and interactive problem solving. Just creating databases will not cause change to happen. Polanyi' and Nonaka'' both have pointed out the importance and value of recognizing and trying to capture tacit knowledge—the know-how, judgment, intuition, and little tricks that constitute the noncodifiable knowledge that may make the difference between failure and success in the transfer. Jerry Baker of National Semiconductor says that the company's research shows that 80 percent of the knowledge that needs to be transferred is in the noncodifiable arena: "It may be that somebody held their tongue just right as they pulled the wafers out of the oven, and that's what made things work." • Not allowing or rewarding people for taking the time to learn and share and help each other outside of their own small corporate village. Time demands are enormous—unless capturing and sharing information are built into the work processes, sharing will not happen.
Here I would like to show the results of a study in the construction industry with colleague, Andy Schenkel. This illustrates how two departments can have completely different informal networks and connectedness. The one to left did not meet the structural properties of a community, while the one to the right did. As you can visually see Department 1 is disconnected no clear core or periphery not particularly dense In contrast, Department 2 is well connected has a core with numbers 77 and 82 forming it and a periphery it also appears to be dense
Can use this to look at one organizational unit, this picture shows the programmers of the stockholm office of one IT multinational. See that well-connected. Good knowledge flows here as well. The Icon Stockholm programmer community was very well connected, indicating a high degree of knowledge flow. But I use this example, bc want to illustrate key players in this network. They are the central connectors. Central information source for everyone in network. In most cases, these individuals are not formally designated go-to people in unit. Provide help or pointers to others if can’t help. In many cases these individuals are high performers. Interestingly when we showed this picture to management, they knew of three of these but the fourth one was a total surprise. Interesting bc this person was different from mgt, woman programmer. Challenge with these individuals is that even though recognized by their colleagues, often their efforts go unrecognized and unrewarded, yet spend a good amount of time filling this task. Organizations use different kinds of rewards, nominated for best helper, one example is bank that changed its bonus scheme rewarded individuals for their ability to improve communication within unit, to be connectors based on evaluations by fellow employees. McK in semi-annual evaluation process. Mostly positive roles but these individuals can also play power games, using connecting role for private benefit, pitting networks against each other, hoarding information. Sometimes even people just overloaded. Found that this person was a bottleneck, while many people went to this person for help, could not help everyone, so people frustrated. Think about how design teams or redesign jobs, rotating people also. One organization conducted analysis and restaffed teams combining members of both networks. If overloaded, can implement mailing lists, discussion boards to try to reduce workload on central connector
Here show the multinational’s networks of programmers. While large office of Stockholm was very well connected, can see with this that many isolated islands of competence. Even though management spent considerable effort on IT systems to get people to communicate across units, very few doing so.
What values/beliefs do you need on the part of individuals in order for this learning system to work? Norm of reciprocity though note norm of generalized reciprocity as opposed to dyadic reciprocity Dyadic reciprocity = I feel obligation to you because you have done for me Generalized reciprocity = I feel obligated to system of relations because the system of relations has given back to me Dyadic reciprocity is not hard to build. Dyadic reciprocity is one of the most general norms across all cultures. Anthropologists have found few if any societies in which individuals do not adhere to a norm of dyadic reciprocity. However, generalized reciprocity is much harder to pull off. Trust in senior management and in others that efforts will be noted Belief that you get some useful knowledge in return when you give Belief in experimentation/taking risks Make it rewarding, fun
Here is one simple way of thinking about them…...
Higher turnover at companies these days. Not life-time employee, many restructurings, acquisitions, etc. People always thinking about where go next. Inds bells and whistles Don’t know if working on your problem or someone else’s, including the competition’s Also often project managers leading technical specialists and do not understand what working with. Difficult to know whether really should take so much time or not. Individual working on computer, often don’t know what working on or for whom.
Is knowledge trading good or bad for a company’s competitive advantage? Here is a quotation from an interview. Talking about his collaboration with an ex-colleague, now at competing firms. But often only do this with trusted others or if an open secret, i.e., others can access this with certain amount of effort, get more back than give away, consciously trading Looked at mini mill steel industry and found evidence of a positive relationship bw know-how trading and firm perf. Look at open source
Interesting question as well. Who really owns the kn? More seen as organization info seen as owned by organization, but more inds saw that expertise that had built up during work at company then owned by ind and can take with them or give to others. No non-competes in Silicon Valley
Network theory shown that those in central position most successful, whether subsidiary, individual, company, etc. Why? Resources reside in network of relationships and not subsidiary Subsidiary has different resources: human, financial, physical Subsidiary embedded in a structure of relationships Tangible Physical: Machines, labor Financial: capital Information: data Intangible Power, autonomy Knowledge: advice, skills Social support: trust, commitment Reputation: referrals Identity: culture, values, norms of behavior In today’s MNCs – many units are forced to both compete and cooperate with one another. Competing for internal resources and competences within organization. Rewards depend upon performance in external market in relation to other units
(1) Deployment: easily getting the right skills to where they are needed in the organization regardless of geographical location; (2) Knowledge and innovation dissemination: spreading state of the art knowledge and practices throughout the organization regardless of where they originate; and, (3) Identifying and developing talent on a global basis: identifying who has the ability to function effectively in a global organization and developing those abilities.
Icon example of 1100 different titles for 1700 people Keep detail level high, focus on what is core for company – relates to global strategy Merck - Employees lower in the organization are less likely to be relocated globally and thus fewer data are required about them for the GHRIS. One Dow executive commented that to be truly valuable, a GHRIS must be a dynamic tool, evolving over time. He also said that this is easy to say, but something of a headache to implement. One significant gap between the ideal and the reality of a GHRIS is the ability to combine universal access with standardized information. Amoco uses a kiosk system to allow employees to enter information about themselves but has found that not all employees have the ability to do this. Dow has faced the same challenge and has decided to sacrifice universal access for completeness of standardized information. Ericsson Professional competencies – technical related to operations, financial expertise, etc. Business – knowledge about customers, core businesses, business language Human – interpersonal skills, communication skills, attitudes towards teamwork, knowledge sharing, cultural awareness Five competence levels from trainee to expert Ericsson has implemented SAP R/3 as global solution, SAP HRMS
Trainee – 1 Expert – 5 Let’s now move to thinking about how you would actually roll this model downstream. What is important to get learning mechanisms built up in BP Oil? Need cultural values/trust How do you get? Students can talk for a while, but in subsequent discussions that we had with BP, they emphasized the importance of getting people to trust one another and getting them comfortable with routines for learning. So, they started peer groups on small scale and got them focusing on simple knowledge sharing and not peer challenge (i.e., no critiquing). But, this is important. Need to get people comfortable with behaviors/processes through routinization. Need to make people understand that knowledge sharing and being part of global firm is part of everyday way of working
Russia – focus on managerial ability at Ericsson. Ability to evaluate one’s strengths and weaknesses was good indicator of managerial potential. Also looked for teamwork but difficult to determine in advance China – Involve line managers Whirlpool example of group problem-solving exercise to look at collaborative relationships GE 2x2 matrix when Jack Welch took over
Cisco example Interesting now that companies changing from hiring fresh graduates to mid-career professionals recruitment and selection (SMILE at Matsushita – specialty – the needed skill, capability, knowledge; management ability – particularly motivational; international flexibility – willingness to learn and ability to adapt; language facility; and endeavor – vitality, perseverance in face of difficulty) Recruit for attitude and desired background as well as for skill
McKinsey and HP examples BP - 80% division/unit results, 20% individual results Recognize key players Connectors Show network map Make explicit that part of their job Base bonus, perf appraisals on this. One bank had employees rate each other in terms of ability to link people. Those who greatly improved employee communications were rewarded bigger bonuses, this against traditional way of basing on profits. How to improve their position? Boundary spanners Make sure making right connections Help to improve/expand external connections Bonuses One company that helped boundary spanners improve networks wi organization had much better integration one year later and also winning more projects. Peripheral specialists May not want to become an integrated part of organization, so don’t force, Link central connector to them Provide with challenging problems This creates job satisfaction and people willing to stay as well as others want to work for your organization.
Lack of punishment for failure Prestige Appreciation Understanding that one can only rise so far in the organization without helping others Make fun Note that these are informal and symbolic. Can ask whether or not it would make sense to give formal rewards ? Answer is probably no. Hard to figure out what and how to measure. Also problem of measuring too many things. Also, people are just intrinsically motivated (can refer back to Staw’s story about oversufficient justification: people derive less intrinsic motivation from something that they are paid for, but it is probably not necessary to refer back to this.) Hewlett Packard, McKinsey Develop corporate level goals Encourage reciprocity (dyadic vs general) Promote recognition of efforts Believe in experimentation, taking risks Accept failure
Local labor, taxation laws and work policies for compensation, employee selection, career devt In China and Russia, mission very important. Need clearly articulated values, purpose and constantly communicated and reinforced due to insecurity Dual control and evaluation systems Leaders who operate with lateral decision making Culture that can negotiate open conflict and balance of power Managers jockey for power in organizations, but a matrix design almost encourages them to do so. Davis & Lawrence 1978 Formal structure, systems and relationships, culture Clear vision, effectively managed human resource tools,
Masculinity is positively related to knowledge acquisition Thus, individuals from more masculine countries, e.g., Finland and Norway, acquire more knowledge from participation in the NCN MS electronic community than individuals from more feminine countries, e.g., Swedes and Danes. A possible explanation is that people in more masculine cultures work more and thus are more likely to participate in the NCN MS electronic community. Uncertainty avoidance is negatively related to knowledge acquisition. However, uncertainty avoidance is also positively related to knowledge contribution Thus, Finnish respondents were found to have a higher degree of knowledge contribution than the Swedish respondents. (Only Finns and Swedes were included in this model due to the poor number of respondents.) Perhaps Finnish respondents feel more comfortable answering questions than posing them. In addition, an answer from an unknown person in an unregulated and informal network may not be perceived as credible in a culture scoring high on uncertainty avoidance. Thus, individuals coming from countries with higher scores on this dimension, e.g., Finland and Norway, acquired less knowledge from participation in the NCN MS electronic community than those from countries with lower scores, e.g, Sweden and Denmark. There are no formal rules of conduct for an electronic community and participation requires that participants act in a flexible manner.
GM also incorporates a training component in the form of short-term cross-function transfers and/or cross-plant training. This can be a mechanism for innovation dissemination. GM has found that rotated employees must demonstrate technical competence to be accepted at the overseas site. As one GM executive described it: If the need is to cultivate openness and develop cross-cultural awareness, it has to be done early in one's career. However, the reality is that those who go overseas first have to demonstrate technical competence to be accepted in a different location, and this is more necessary than cultural awareness.
This because feels awkward to just call up someone don’t know or if called. Why should I help you?
Novartis – individuals can create resume type profile and subscribe to service that sends notification of when a new job matches person’s profile. Encourages movement in company New hire integration programs – rotation through departments, training programs, lunches, At GM, the SWAT team takes the form of an expert network, internal consultants deployed throughout the organization. The actual amount of time spent overseas varies with the purpose or project but in general is under three months.
There is a structured way of going about ”managing” informal networks. Today share with you some of the findings from my research and from the gurus in the US. Identify informal network where effective collaboration adn kn sharing has sig impact on organization’s operations and strategy. So many networks out there but you don’t need to understand all of them. Good for up to 50 individuals, then should look at sub-networks Simple, 10-15 minutes to do, make list of people and ask all to characterize relationship with one another Think process here, not function Make sure think through sensitivity of issues, do pretest Hierarchical leadership style Physical dispersion and virtual work Politics ” Knowledge is power” behavior ” Not invented here” mentality Overloading workflow processes or job descriptions Interview key players, i.e., connectors, boundary spanners, peripheral specialists
Are central connectors hoarding info? Is unit too isolated? Are boundary spanners talking with right people? Is unit losing technical expertise? Think about how design teams or redesign jobs, rotating people also. Restaff teams to override hoarding connectors. One organization conducted analysis and restaffed teams combining members of both networks. If overloaded, can implement mailing lists, discussion boards to try to reduce workload on central connector Shift responsibilities, Put in mailing list, discussion boards, socnet example
Honesty and integrity – as core values. We have emphasized importance of building foundation of trust and routinizing learning behaviors. Stated simply, employees (like children) must learn how to learn.
From my research of three multinationals, found real difference bw behaviors. In one firm, inds not interested in collaborating in networks and sharing kn with others. Very difficult to rotate, change offices, all mgrs interested in holding on to own people. Easier to recruit from outside the firm than transfer within the firm. Not so in the second firm. Get help easily and not only that, there are 12 different ways to rotate at this company.
Also, need to have clear vision of where going. What is the primary goal that keeps everyone together? This key to help people think about what trading and what getting.
Did some research in which HP one of companies. Found that this company really understood the importance of informal networks both in terms of ”managing” the informal structure but also in terms of the visionary organization. Interestingly, HP doing network maps based on email communication. Would like to do something similar here.
While research that shows this relationship, thought it would be best to show what I have found in my research. Here have rd operations of three multinationals, Xerox, Ericsson, and HP. Found that HP had highest of three in terms of perf indicators that looked at.
We have summarized the benefits in these four points. If only HP knew what HP knows. A surprising amount of corporate knowledge is the property of individuals , not the firm. All too often when someone leaves an organization, their knowledge leaves with them . People are not always inclined to create or disseminate knowledge E mbedded knowledge is hard to extract – contained in systems, practices, structures. – employees frequently spend large amount of time reinventing the wheel. Attract and retain key individuals - this is very important benefit that often forgotten. Can’t have leading organization without leading individuals. Can’t expect to attract them if not working with leading edge practices and technologies. Nor expect to retain them if you do not provide opportunities for innovation, creativity, to use their intellectual prowess.