APQC KM Conference 2012 - BEYOND KM: THE ROAD TO KNOWLEDGE-DRIVEN EXCELLENCE- Driving K-based Change: A Hybrid of Western/Eastern Approaches April 26th, 2012 Naoki Ogiwara Senior KM Officer Financial and Private Sector Development The World Bank 2012 NAOKI OGIWARA, The World Bank
Agenda Introduction: East/West KM Experience Oriental KM Focuses Key concepts and elements Actual case: Japanese chemical company East meets West: Future Center History, key concepts and elements Actual case: Governmental agency and Private Bank in European countries Implication: why we need the hybrid approach and how it works? － 1 － 2012 NAOKI OGIWARA, The World Bank
Introduction: KM Consulting at KDI, Japan (2000-2011) • Global KM Research Network (American Productivity & Quality Center) Carla O’Dell (Knowledge Innovation Research Organization) (Strategic Practices Group) Susan Stucky Ikujiro Nonaka Noboru Konno Francis Duffy Babson IDEO Working Tom Kelley Rory Chase Knowledge Tom Davenport Larry Prusak -2- 2012 NAOKI OGIWARA, The World Bank
Introduction: Global KM Benchmarking (2000-2011) 2001 2002 2003 2004 2005 2006 2007 “How to Start “Using KM “Methodology “Value Creation “KM for Social “Knowledge - “Drawing Out Innovation” up KM to Drive of Innovation” from Customer based K-Workers Successfully” Innovation” Knowledge” Innovation” Creativity” < Europe> < US > < US > < Europe > < US > < US> < US> • ABN AMRO • Cisco Systems • Buckman • Cap Gemini • Accenture • Danisco • Best Buy • Booz Allen • IDEO Laboratories Ernst & Young Hamilton • Danish • APQC • Defense • NASA JPL Government • BP • European Intelligence • Capital One • Buckman • Northrop Commission Agency • Daimler • Northrop Laboratories • Cisco Grumman Chrysler Grumman • Siemens • NASA Systems • IDEO • parc • Holcim • World Bank • Skandia • 3M • Gensler • Schlumberger • Royal Dutch < Japan > • Unilever • World Bank • IBM • Steelcase Shell < Japan > • Askul • Xerox Global • IDEO • Siemens • Askul < Japan> < Japan > Services • St. Luke • Twynstra WI • Kao • IBM Japan < Japan> Hospital • Brother < Japan > • Nippon Industries • Migakiya • Denso • Pfizer Japan < Japan > Roche • Chiba COOP Syndicate • Oriental Land • Mirai • Toyota Motor • Benesse Style • PWCC • Eisai • Sharp Industry • Recruit Care • Recruit • Honda Motor • Suntory • Samsung • Osaka Gas • Shiseido Japan • Sumitomo • Japan Gore- • Sony 3M Tex • Recruit • Hamamatsu Agent • Toyota Motor • Mayekawa Photonics MFG • Incs － 3 － • MUJI 2012 NAOKI OGIWARA, The World Bank -3-
Our View: KM Focus has been expanding KM 1.0 Information Sharing - improve productivity • Focus: Explicit Knowledge • Enabler: IT-based Knowledge Repositories - improve effectiveness Knowledge Sharing KM 2.0 • Focus: Tacit Knowledge • Enabler: Communities of Practices - drive innovation Knowledge Creation KM 3.0 - solve complex problems • Focus: New Knowledge Creation • Enabler: Collaborative Workplace and Dialogue Methodologies 2012 NAOKI OGIWARA, The World Bank
Western/Eastern KM Perspective: How different? KM Focus: Western KM: Knowledge Sharing >>> Knowledge Creation Eastern KM: Knowledge Creation >>> Knowledge Sharing Type of Knowledge to be focused: Western KM: Codified K & Tacit K (balanced) Eastern KM: Tacit K >>>>> Codified K Key Enablers: Western KM: IT Platform (repository/collaboration) Eastern KM: Physical Workspace KM is usually set as a driver of: Western KM: Improving organizational Efficiency/Effectiveness Eastern KM: Accelerating Innovation 2012 NAOKI OGIWARA, The World Bank
“ Ba ” as Key Concept of Japanese KM “ Ba ,” or is defined as “shared context in motion,” or time and space in which people interact Original meaning of “ Ba ” is place, field, or space Building quality “ Ba ” for sharing and creating knowledge has been the central focus of eastern KM “ Ba ” is usually physical one (face -to-face), but could be on virtual collaboration platform In stead of focusing on infrastructure, eastern KM often focus on how to improve the quality of “ Ba ,” interaction among people － 6 － 2012 NAOKI OGIWARA, The World Bank
Japanese Chemistry Company Case 2012 NAOKI OGIWARA, The World Bank
Similar approach in different context: Future Centre in Europe • The first FC was Built by Skandia Life Insurance in Sweden in 1996 • The Centre was tied to its successful Intellectual Capital Management initiatives • Created as ‘unusual place’ to explore out -of-box thinking to leverage their intellectual assets (staff’s brain power) • Renovated a nice, old lakeside house • Successfully developed many business ideas/ innovation via Future Centre 2012 NAOKI OGIWARA, The World Bank
Future Centre: growing trends in Europe and Asia 1995 Skandia Future Centre (Sweden) 1998 Royal Mail Innovation Lab (UK) 2000 FutureFocus@DTI (UK) 1 st Future Centre in NL 2002 2005 5 Future Centre initiatives in NL 1 st International FC Summit (NL) 2005 2006 OpenFutures European Commission 2 nd Future Centre Summit (Italy) 2006 2007 MindLab and Futurefocus get broader focus 2008 LEF, Dialogues House, BliQ, KDI (Japan) 3 rd Future Centre Summit (Sweden) 2009 2009 New initiatives in Finland, China, Saudi Arabia 4 th Future Centre Summit (Japan) 2010 There are over 40 FCs in the world with the network of FC Alliance 2012 NAOKI OGIWARA, The World Bank
Dutch Government Agency Case 2012 NAOKI OGIWARA, The World Bank
European Private Bank Case 2012 NAOKI OGIWARA, The World Bank
Implications: Key Success Factors of the Hybrid Approach 1. Design its unique K-creation mechanics - Japanese Chemical Company: Increase the possibility of collaboration beyond boundaries - Dutch Tax Agency: Bring out staff’s creativity - ABN AMRO: Bring in wild ideas of entrepreneurs and tie them to the company’s core knowledge 2. Embed the K-creation process into its business model - Japanese Chemical Company: K-collaboration (beyond boundaries/with external partners) as a driver of R&D innovation - Dutch Tax Agency: Shipyard activities as a driver of generating ideas for better policies on taxes/customs - ABN AMRO: DialogueHouses activities as a part of capital investment 2012 NAOKI OGIWARA, The World Bank
Implications: Key Success Factors of the Hybrid Approach 3. Creative and holistic design and use of space, methodologies, facilitation, and hospitality - Japanese Chemical Company: Joint-experiment floor, K-café, Touch Zone - Dutch Tax Agency: The Brain, The Silence, The Workshop and facilitation - ABN AMRO: Pressure cooker, skybox, forum 4. Use ‘unusual experience’ to drive organizational change - Japanese Chemical Company: Touch Zone workshop - Dutch Tax Agency: Workshop at Shipyard - ABN AMRO: Collaboration with entrepreneurs at DialoguesHouse 2012 NAOKI OGIWARA, The World Bank
Recommend
More recommend
