In Quest of Knowledge Dynamics - OECD · - In Quest of Knowledge Dynamics - ... Xerox Corporation...

© 2001 Kazue KikawadaKnowledge Dynamics Initiative

K-RevolutionK-RevolutionK-RevolutionK-RevolutionK-RevolutionK-RevolutionK-RevolutionK-RevolutionK-RevolutionK-RevolutionK-RevolutionK-Revolution

Kazue Kazue KikawadaKikawada

8-98-9 February, 2001February, 2001Copenhagen, DenmarkCopenhagen, Denmark

OECD High-Level ForumOECD High-Level Forum

- In Quest of Knowledge Dynamics -

-1-© 2001 Kazue KikawadaKnowledge Dynamics Initiative

Agenda

I. PrologueI. PrologueI. PrologueI. Prologue - Aspiration, Belief and Commitment

II. Knowledge ConceptsII. Knowledge ConceptsII. Knowledge ConceptsII. Knowledge Concepts - Three Frameworks- Conceptual Framework : Knowledge Dynamics Model

III. Knowledge Assessment Program III. Knowledge Assessment Program III. Knowledge Assessment Program III. Knowledge Assessment Program (Summary)(How Japanese Leading Companies Learn in the KnowledgeCommunity)

- Knowledge Assets Model- KM Architecture Model- Knowledge-driven Company Model- Knowledge Dynamics Model- Knowledge Work Pattern Model

I. PrologueI. PrologueI. PrologueI. Prologue - Aspiration, Belief and Commitment

II. Knowledge ConnectionII. Knowledge ConnectionII. Knowledge ConnectionII. Knowledge Connection- The KNOW Alliance- Knowledge Community

I. Fuji XeroxI. Fuji XeroxI. Fuji XeroxI. Fuji Xerox’’’’ Knowledge Initiatives in 1990 Knowledge Initiatives in 1990 Knowledge Initiatives in 1990 Knowledge Initiatives in 1990’’’’ssss

VI. Survey Results and Key Findings VI. Survey Results and Key Findings VI. Survey Results and Key Findings VI. Survey Results and Key Findings (Summary)


Corporate Knowledge Initiatives in 1990's1992 1994 1995 1996 1997 1998

The Top Forum #1

Concept Mktg. Workshop with XC

Knowledge &The NewProductivity

ShowcaseResearch

(QAC)

Digital WorkSpace

DocuWorld 96 (→ FXAP�

The Top Forum #2

Global LeadersForum 97

2nd UCBKnowledgeForum

DocuWorldDocuWorld

Document/Knowledge

Studies

Document/Knowledge

Studies

Communi-cationStrategyGroup

Communi-cationStrategyGroup

ConceptMarketingWorkshop

ConceptMarketingWorkshop

ThoughtLeadership(Concept

Marketing)

ThoughtLeadership(Concept

Marketing)

1st UCBKnowledgeForum

The KnowledgeCompany & TheGood Society

Globalization &The KnowledgeCompany

Diamond HBR

UCB Chair inKnowledge

� New Mission Statement

1999

Dialoguing “Ba” for Knowledge Creation

3rd UCBKnowledgeForum

Core Document

1993

J.S.BrownI.Nonaka

P.F.DruckerY.Kobayashi

A.MiyaharaI.NonakaN.Konno

Inauguration of AIJ

I.NonakaY.Kobayashi

Global LeadersForum 98

C.B.KnappY.Kobayashi

DocuWorld 95

Docu Advertisement

UCBBook

�� “Most Admired Knowledge Enterprises”

�AIJ: The Aspen Institute Japan

2000New CI

“The DocumentCompany”

StrategicLeadershipProgram

XC Knowledge Work Initiative→Xerox 2005

DocuWorld 2000

Knowledge DesignInitiative

AIJ Task Force

C. O’Dell, APQC

XeroxXeroxExecutiveExecutiveForum 99Forum 99

• “Ba” Academy

Xerox Knowledge Forum ‘97, ‘98, ‘99

XeroxXeroxExecutiveExecutive

Forum 2000Forum 2000

4th UCBKnowledgeForum

“Successful KM”McKinsey & Co

KnowledgeKnowledgeCommunityCommunity

“K”Revolution

KnowledgeLeaders Forum

MAKE 2000Japan No.1

MAKL 2000Global 10


Global Recognition of FX’ Knowledge Initiatives

McKinsey&Company

SuccessfulKnowledge Management

Fuji XeroxFuji Xerox

Nov 18, 1999

Fuji Xerox

Most Admired KnowledgeEnterprises (MAKE 2000)

Ranked 1st amongJapanese Companies

Japan Quality Award(Services Department)

May 18, 2000

June 5, 2000

Most Admired KnowledgeLeaders (MAKL 2000)

Yotaro Kobayashi,Chairman, Fuji Xerox

(selected as one of top 10 leaders)

November 15, 2000


““We cannot wait for the world to turn, for times to change that we might changeWe cannot wait for the world to turn, for times to change that we might change with them, for the revolution to come and carry us around in its new course. with them, for the revolution to come and carry us around in its new course. We ourselves are the future. We are the revolution. We ourselves are the future. We are the revolution.””

- Beatrice - Beatrice BruteauBruteau


Knowledge Connection I: The KNOW Alliance

��SPG(Strategic Practices Group)

Consulting firm founded by aworkplace research groupspun off from IRL (theInstitute for Research onLearning) which is famous fordeveloping the concept of"communities of practice".

��DEGWWorld-famous architecturaldesign consulting firmestablished by Dr. Duffy in1974 which plans anddesigns working andlearning environments.

��KIRO(Knowledge InnovationResearch Organization)

Research organizationoffers an organizationsurvey system based onthe SECI model.

��APQC(American Productivity & Quality Center)

The world's largestbenchmarking organization. Well-known as thefounder of the MalcolmBaldrige National QualityAward.

��Teleos

Internationally recognized MAKE (Most AdmiredKnowledge Enterprises) and MAKL (Most AdmiredKnowledge Leaders) study.


Knowledge Connection II: Knowledge Community

Suggestion from PracticeSuggestion from PracticeSuggestion from Cutting-edge ResearchSuggestion from Cutting-edge Research

�� HitachiHitachi�� NTT NTT DoCoMo DoCoMo�� NTT DataNTT Data�� Seiko Epson Seiko Epson�� Shiseido Shiseido�� Tokio Tokio Marine Marine�� DentsuDentsu�� Nikken Nikken�� Nippon Nippon Roche Roche�� Fuji Xerox (GMC) Fuji Xerox (GMC)


Knowledge Assessment Program

CKO Interview

3-days questionnairesapprox. 100 employees

are selected

The First Day: Corporation andKnowledge

- Advantages of Your Company- Important Knowledge Assets- Organizational Commitment to

Knowledge

The Second Day: Individuals andKnowledge

- Processes of Creating and UtilizingKnowledge

- Contribution to Knowledge Assets- Where You Work and How You

Utilize Time

The Third Day: "Ba" and Knowledge- "Ba" for creating and utilizing

knowledge- Communities Filled With Knowledge

The Contents of the WorkbookThe Contents of the Workbook


Knowledge Assessment Framework

Knowledge Assets Model KM Architecture Model

Knowledge Dynamics Model Knowledge Work Pattern Model

VisionVision

CapabilitiesCapabilities

ITIT MethodMethod

CultureCulture

Dialoguing Dialoguing BaBa

CustomerCustomerExperienceExperience ImageImage Fixed FormFixed Form SystemSystem

Customer /Customer /MarketMarket

Individual /Individual /OrganizationOrganization

Product /Product /ServiceService

INTE

RA

CTI

ON

INTE

RA

CTI

ON

highhigh

lowlow highhighAUTONOMYAUTONOMY

Source: DEGW

Source: Noboru Konno

Source: Ikujiro Nonaka

Top 10Top 10Domains forDomains forKnowledgeKnowledge

ManagementManagement

Capturing &Reusing PastExperiences

InstillingResponsibilityfor Knowledge

SharingSharing

Knowledge& Best

Practices

MappingNetworksof Experts

Building &Mining

CustomerKnowledge

Bases

EmbeddingKnowledge in:

Products,Services

Processes

DrivingKnowledgeGeneration

for Innovation

Understanding& Measuringthe Value ofKnowledge

LeveragingIntellectual

Assets

ProducingKnowledge

as a Product

Internalization* Combination*

Socialization* Externalization*

TacitKnowledge

TacitKnowledge

ExplicitKnowledge

TacitKnowledge

TacitKnowledge

ExplicitKnowledge

ExplicitKnowledge

ExplicitKnowledge

Source: XC


Conceptual Framework : Knowledge Assets Model

Source: Noboru Konno, 1998.

Degree of Degree of understanding customersunderstanding customers

Marketing capabilityMarketing capabilityCapability / expertise Capability / expertise

of employeesof employees

Organizational cultureOrganizational culturewhich focuses on knowledgewhich focuses on knowledge

Knowledge of Knowledge of products / servicesproducts / services

Professional knowledge on Professional knowledge on manufacturing, etc.manufacturing, etc.

Customer loyaltyCustomer loyalty

Brand recognition rateBrand recognition rate

Planning / developing Planning / developing capabilitycapability

Sensitivity of individualSensitivity of individual employee employee

Product conceptProduct concept

Product designProduct design

Customer baseCustomer base

CustomerCustomer’’s charts chart

Document assetsDocument assets

Electrical informationElectrical information

License /copyrightLicense /copyright

Technology licenseTechnology license

Mechanism for customerMechanism for customermaintenancemaintenance

Cooperation / distributionCooperation / distribution network network

Internal educational Internal educational programprogram

Internal communicationInternal communication

Mechanism for product Mechanism for product information provisioninformation provision

Product related seminarProduct related seminar

ExperienceExperience ImageImage Fixed FormFixed Form SystemSystem





Direction of the important Knowledge Assets

91

69

100

142 142

159

43

63

61

36

55

3995

6693

73

11094 8167

80 87

79 75

Degree of Degree of understanding customersunderstanding customers

Marketing capabilityMarketing capabilityCapability / expertise Capability / expertise

of employeesof employees

Organizational cultureOrganizational culturewhich focuses on knowledgewhich focuses on knowledge

Knowledge of Knowledge of products / servicesproducts / services

Professional knowledge on Professional knowledge on manufacturing, etc.manufacturing, etc.

Customer loyaltyCustomer loyalty

Brand recognition rateBrand recognition rate

Planning / developing Planning / developing capabilitycapability

Sensitivity of individualSensitivity of individual employee employee

Product conceptProduct concept

Product designProduct design

Customer baseCustomer base

CustomerCustomer’’s charts chart

Document assetsDocument assets

Electrical informationElectrical information

License /copyrightLicense /copyright

Technology licenseTechnology license

Mechanism for customerMechanism for customermaintenancemaintenance

Cooperation / distributionCooperation / distribution network network

Internal educational Internal educational programprogram

Internal communicationInternal communication

Mechanism for product Mechanism for product information provisioninformation provision

Product related seminarProduct related seminar

ExperienceExperience ImageImage Fixed FormFixed Form SystemSystem




Present Future

N=1,186


Conceptual Framework : KM Architecture Model

Vision

Capabilities

IT Method

Knowledge

Workplace

Diverse dialoguing Ba

Customer Value

Culture

· Mission Statement& Shared Value

· Strategic LeadershipProgram

· The Aspen Institute Japan(Executive Seminar)

· The New Productivity

· Knowledge Forums

· Satellite Offices· Space Alpha Kobe· Knowledge Space

Gotemba

· Symbolic LeadersProgram

· KnowledgeInitiatives

· Virtual HollywoodProgram

· Socio-technicalMethodologies


Conceptual Framework : Knowledge-driven Company Model

Source: Dan Holtshouse,Xerox Corporation

Capturing &Capturing &Reusing PastReusing PastExperiencesExperiences

InstillingInstillingResponsibility forResponsibility for

Knowledge SharingKnowledge Sharing

Sharing KnowledgeSharing Knowledge& Best Practices& Best Practices

Mapping NetworksMapping Networksof Expertsof Experts

Building & MiningBuilding & MiningCustomer KnowledgeCustomer Knowledge

BasesBases

EmbeddingEmbeddingKnowledge in:Knowledge in:

Products, ServicesProducts, ServicesProcessesProcesses

DrivingDrivingKnowledgeKnowledge

Generation forGeneration forInnovationInnovation

Understanding &Understanding &Measuring the ValueMeasuring the Value

of Knowledgeof Knowledge

LeveragingLeveragingIntellectualIntellectual

AssetsAssets

ProducingProducingKnowledge as aKnowledge as a

ProductProduct Top 10Top 10Domains forDomains forKnowledgeKnowledge

ManagementManagement


KM Practice Level for Individual Corporation

28.0

31.8

31.7

30.1

30.0

29.3

26.6

25.8

25.2

25.0

21.4

0 25 50

Total

CompanyF

CompanyA

CompanyD

CompanyE

FujiXerox

CompanyH

CompanyC

CompanyG

CompanyB

CompanyI

25.8

28.6

27.5

27.1

26.5

25.9

25.4

24.8

24.2

23.7

23.4

0 25 50

Total

D

A

H

FujiXerox

F

E

C

B

I

G

28.7

33.5

30.7

29.0

28.7

28.5

28.2

28.1

27.9

27.3

26.9

0 25 50

Total

I

H

F

A

FujiXerox

G

E

C

D

B

26.4

29.0

28.2

28.1

27.1

27.0

26.7

25.3

24.5

23.7

23.4

0 25 50

Total

A

FujiXerox

D

E

F

G

I

H

C

B

108.9

116.8

114.1

113.7

112.4

110.6

108.9

103.9

103.5

102.3

99.5

125.8

153.0

134.0

93.0

119.0

131.0

135.0

106.0

100.0

140.0

147.0

0 100 200

Total

A

D

F

FujiXerox

E

H

I

G

C

B

Employees totalCKOVision Capabilities Culture IT/Methods

N=1,186

(points)

* “Fuji Xerox” means FX GMC (Fuji Xerox General office Marketing Company)


Conceptual Framework : Knowledge Dynamics Model

Internalization* Combination*

Socialization* Externalization*

Fostering/Emerging Dialoging/Generating

Exercising/Acquiring

Assimilating/Perceiving

Editing/TransferringInterpreting/Applying

Expressing/Conveying

Disseminating/Accumulating

Tacit Knowledge

Tacit Knowledge

ExplicitKnowledge

Tacit Knowledge

Tacit Knowledge ExplicitKnowledge

Explicit KnowledgeExplicit Knowledge

SympathizingSympathizing

UtilizingUtilizing SharingSharing

GeneratingGenerating

* Reference: Four modes of knowledge conversion by Ikujiro Nonaka/Hirotaka Takeuchi

CodificationCodification

PersonalisationPersonalisation


Top 10: Time devoted Knowledge Creation Process

1. Assign priorities to the things to be done for putting a plan into practice.(Combination/40.1%)

2. Avoid to depend on document-only communication and try to have face-to-facecommunication when conveying a new idea to people concerned.(Internalization/35.6%)

3. Use information/knowledge acquired from your friends or books to solve yourproblems. (Internalization/35.6%)

4. Prepare proposals, reports, marketing materials and other documents.(Combination/35.0%)

5. Formulate a new idea through interactions or discussions with other people.(Externalization/34.7%)

6. Formulate a new idea through contemplating by yourself. (Externalization/34.4%)7. Search out needs or problems through direct interactions with people.

(Socialization/29.8%)8. Formulate a new idea by referring to past examples and events.

(Externalization/29.6%)9. Teach tips or know-how to subordinates or colleagues through working with

them. (Socialization/28.8%)10.Keep records of processes in which problems were solved or new ideas were

formulated. (Externalization/27.7%)


Ratio of the SECI process for Individual Corporation

18.45

29.40

22.10

19.16

17.09

19.78

16.07

19.66

16.83

13.59

13.28

22.30

38.49

26.34

25.50

24.38

22.43

24.74

17.09

18.80

14.51

14.04

24.72

37.18

31.50

31.43

27.23

23.92

20.89

19.10

23.60

17.12

17.49

22.15

26.97

29.17

26.98

23.27

22.44

21.22

21.58

17.63

16.62

15.44

0 20 40 60 80 100 120 140

Total

Company I

Company F

Company E

Company B

Fuji Xerox

Company G

Company A

Company H

Company D

Company C

Socialization Externalization Combination InternalizationN=1,186

(points)



The Results of the Time Utilization Survey

N=1,186

15.9%10.3%

4.4%2.8%14.3%11.5%

22.7%18.3%

Inside the office66.7%

Outside the office33.3%

Routine Creative

indi

vidu

alin

tera

ctiv

e

indi

vidu

alin

tera

ctiv

e

Routine Creative

TUS (Time Utilization Survey)TM is proprietary to DEGW.


Conceptual Framework : Knowledge Work Pattern Model

INTE

RA

CTI

ON

INTE

RA

CTI

ON

high

low highAUTONOMYAUTONOMY

Source: DEGW

Nomad29.8%

Nomad29.8%

Agent19.8%Agent19.8%

Keeper16.6%

Keeper16.6%

Analyst33.8%

Analyst33.8%


Knowledge Work Patterns: 4 categories

· Self-recognition of workstyle is derived fromthe Autonomy & Interaction question

· Focus on the time utilization for mobility andcreativity to see the real practice

Nomad29.8%

Agent19.8%

Keeper16.6%

Analyst33.8%

Autonomy

Inte

ract

ion

I n o

f fic e

O

u ts i

d e o

f fic e

CreativeRoutine

Nomad-type and Analyst-typeworkers are categorize in the rightand high area by both Self-recognition and actual practice.

Creative & Autonomous

Wan

derin

g ar

ound

Nomad-type Workers

Nomad-type Workers

contributes the

contributes the

circulation of

circulation of

knowledge a lot

knowledge a lot


Ratio of Knowledge Work Pattern for Individual Corporation

29.8

52.3

47.5

34.2

30.8

29.4

26.9

25.2

24.8

22.2

14.1

19.8

11.6

28.8

23.4

22.4

14.3

16.8

28.3

16.7

19.0

16.6

5.8

13.5

7.5

16.1

14.3

26.2

13.3

28.9

24.6

33.8

30.2

24.8

23.4

38.3

32.2

44.5

31.8

33.6

32.2

42.3

13.9 13.9

0.0 20.0 40.0 60.0 80.0 100.0

Total

Company I

Fuji Xerox

Company E

Company H

Company F

Company C

Company A

Company B

Company C

Company D

N=1,186Nomad Agent Keeper Analyst

(points)



Summary of the Research Results

Knowledge Worker ModelKnowledge Worker Model

Knowledge Assets ModelKnowledge Assets Model

KMKMArchitectureArchitecture

ModelModel

KnowledgeKnowledgeDynamicsDynamics

ModelModel

Knowledge WorkKnowledge WorkPattern ModelPattern Model

CommunitiesCommunitiesandand BaBa

KnowledgeStrategies

Genuine Knowledge Workers Knowledge Worker candidates

”Knowledge self-concluding” type “Information base” type

“Work group” type “Knowledge work immature” type

Analyst Keeper

Nomad Agent

Practices Vision

ITCulture EC

Communitiesof Practice

Workgroup

From brand/concept to system

From experience to system

Keep the competitiveness of brand/concept

Keep the competitiveness of experience

Informal Network

Project Team

I S


Epilogue

Service B:Knowledge

BBenchmarking

Service C:KnowledgeCCommunity

Design

Service A:KnowledgeAAssessment

GovernmentalGovernmentaland Educationaland Educational

InnovationInnovation

BusinessBusinessInnovationInnovation

SocialSocialInnovationInnovation

In Quest of Knowledge Dynamics - OECD · - In Quest of Knowledge Dynamics - ... Xerox Corporation...

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