Pugh how great KMers are innovation conveners 150217

How Great KM’ers are Innovation

“Conveners”

How Great KM’ers are

Innovation “conveners”1

February 17, 2015

Kate Pugh, Columbia University and AlignConsulting

[email protected]

Smarter Innovation (20 articles on innovation)

http://www.alignconsultinginc.com/books/smarter-innovation (For reduced US pricing, e-versions, educational [email protected])

mailto:[email protected]

http://www.alignconsultinginc.com/books/smarter-innovation

mailto:[email protected]

Ideas

• Innovation leadership

• Research: Innovation microprocesses

• Building an innovation competency



Innovation

• An innovation is some economic entity– an

object, a service -- that solves a problem

systemically, and that persists over time because

it interacts.

• It can be internal to the organization, or

external, generating revenue or societal impact.



Innovation leadership failures

• Language

• Process

• Practice

• Reflection

• Politics

• “Walk the talk”



Claude Legrand, “How Leaders can Close the Innovation Gap” Ivy business Journal, 2011

References: TJ Elliot, “Escaping Gravitiy, in Smarter Innovation, Ark Group, 2014.

http://iveybusinessjournal.com/publication/how-leaders-can-close-the-innovation-gap/

Why knowledge practitioners?

• “Label” for connections

• (Co)generate solutions

• Mobilize partners

• Keep the pulse

• Cross the boundaries

• Model the way



• Language

• Process

• Practice

• Reflection

• Politics

• “Walk the talk”

We’re often the first to see opportunities

• Virtualization

• Participation

• Datafication

• Benchmarking/

Aggregation

• Sensor integration

• Everywhere



We lead knowledge-driven strategies



Knowledge’s Fundamental value…

Knowledge-

enabled strategy

Knowledge-based

strategy

Knowledge-driven

strategy

Makes us more

effective

Helps us to win Is the reason

customers choose us

Is informed by strategy Informs or shapes strategy

KM...

“Fit” the

strategy.

ID’d with specific

competitive moves

and capability

enhancements.

At the front line in

the form of

knowledge services

or smart products.

Knowledge activities and

platforms …

Source Stewart and Pugh:, “Knowledge is the Business” (Ark Group, 2013)

At the front line...

Knowledge practice landscape


Innovation “conveners”

8

Revenue or external impact

Productivity

CollaborationInformation Mgt.

Mostly explicit K to

tacit

Mostly Tacit K to

explicit

Knowledge

Driven

Knowledge-

based,

Knowledge

Enabled

At the front line...

Knowledge practice landscape (cont’d)



9

Revenue or external impact

Productivity

CollaborationInformation Mgt.

Doc and Content

Mgt., Analytics,

metadata & findability

Team/ecosystem

collaboration, enterprise

social media, networks

Knowledge-driven

products, e.g., FitBit,

Google Nest, Angie’s

List

External communities,

social media marketing,

global knowledge

networks

Knowledge product types



Distilled

Instilled

Embodied

Nonprofit knowledge products

AlignConsulting KM

Introduction11

Distilled

Embodied

Instilled

All

Innovation leaders’ strategy questions

1. Where do we compete?

2. How do we win?

3. How do we sustain competitive advantage?



12

(Source: IKNS “Strategy Sequence” discussion)

How we win and sustain

• Make barriers to entry, via patents, reputation,

relationships

• Make switching costs for customers, via design-

ins, relationships, competitive price

• Be proactive, anticipate, deliver just in time for

customer loyalty

• Partner, manage the ecosystem



Innovation is a team sport

• The ability to come up with a novel, valuable,

and non-obvious idea is often necessary, but it’s

never sufficient to guarantee success…

[I]nnovation is about connecting, not inventing.

No idea will make a difference without building

around it the networks that will support it as it

grows, and the network partners with which it

will ultimately flourish.



See : Hargadon, Andy, “What is Innovation?” (Blog Post, 12/5/2010)

http://andrewhargadon.typepad.com/my_weblog/2010/12/what-is-innovation.html

http://andrewhargadon.typepad.com/my_weblog/2010/12/what-is-innovation.html

Five

Innovation

Dimensions

for Smarter Innovation



Where do we compete?

How do we win?

How do we sustain

competitive advantage?

Five

Innovation

Dimensions

for Smarter Innovation



Where do we compete?

How do we win?

How do we sustain

competitive advantage?

1. Bridging

2. Social and

operational

integration

3. Capability

validation

4. Market and industry assessment

6. Innovation

ecology

5. Commer-

cialization

1. Bridging• Making sense of an idea

translated from one domain to the

next.

• Quirky (GE Open

collaborative community)

• Broadli (Generosity app and

social capital on LinkedIn)

• Motorola Solutions (4

discussion disciplines for

virtual innovation – integrity,

courtesy, inclusion,

translation in Jive)



Smarter Innovation, Ark Group, 2014

Discussion disciplines can drive innovation



18

Skifstad and Pugh, “Beyond Netiquette: Discussion /Discipline Drives Innovation” (In Smarter Innovation, Ark Group, 2014).

Discussion discipline Description Benefits

1. Integrity Use true voice, research

views, Ask \questions that

propel

Primarily

tonal; builds

community

and social

capital.

2. Courtesy Respect others and forum.

3. Inclusion Broaden the perspective.

Explain terms, call others in.

Primarily

content-

related; drives

innovation.4. Translation Summarize/use insights

generated, and help others

with summarizations.

2. Social and operational integration• Socialization and refinement of a

new idea across a network of

employees and/or collaboration

partners.

• MonitorDeloitte ([SME]

“thoughts in progress”)

• BAE / Lockheed Martin

(Knowledge Continuity for

succession planning); Knowledge

Jam)

• Change Agents Worldwide

(virtual networked org that

“swarm” challenges)




3. Capabilities validation• Validating the organization’s and

individuals’ capabilities and

readiness to pursue the innovation.

• Columbia Information and

Knowledge Strategy

(Findability framework)

• Company Body (human-

modeled sustainability)

• Columbia/Emory/ Deloitte

study (Risks of sharing in

turbulent markets)




4. Market and industry exploration• Using collaborative microprocesses

(and data) to determine whether

the market and industry are viable

and profitable.

• Perks Consulting (scores

“Corporates” acting like

entrepreneurs -- “scrum” for

commercialization)

• ARRIS (Motorola Mobility)

(risk selection, attitude,

structure which, in turn,

promote monetization models

in disruptive markets, gain an

innovation mindset, and up-

stack market awareness)




5. Commercialization• Considering practicalities of

pricing, positioning, promotion,

and production using collective

decision approaches.

• Bain & Co. (Loyalty Forum

for the Net Promoter Score

“program” not just “service”)

• TomorrowMakers (formerly

MGTaylor) (enables

consensus-building with

value prototyping, Design

Shop)

• 3M (sales knowledge

coverage models,

rationalization)How Great KM’ers are



• Organizational-level

– Shared language / metadata

– Consensus innovation “process”

– Sense making, benchmarking, systems

thinking

– “Open-space” v hyper-programmed

– Inter-co swaps, sabbaticals, laterals,

organizational mash-ups

– Mindfulness, physical space

• Individual-level

– Mastery

– Self-awareness

– Deep curiosity outside field/

boundary tracking

– Attracted to the foreign

– Comfort with ambiguity

– Nexus and convening skills



Team- or Community- level

−“Desire-to-know,” not “need-to-know”

−4 disciplines (integrity, courtesy, inclusion,

translation), other interaction tools such as

“Essays in two voices”

Convening an innovation ecology


How great KM’ers are innovation

conveners

We lead by design

• Span industry,

functional, technical

opportunities

• Deliver knowledge

products (distilled,

instilled, or embodied)

• Position for competitive

advantage (internally and

externally)

We convene by temperament

• Focus on interactions

1. Bridging

2. Social integration

3. Capabilities validation

4. Market/industry assessment

5. Commercialization

• Build innovation ecology



Kate Pugh, Columbia University, AlignConsulting

•Kate has held leadership positions with Intel Corporation,

JPMorgan, and Fidelity. She is Academic Director of Columbia

University’s Information and Knowledge Strategy Masters

program, and is author of Sharing Hidden Know-How (Jossey-Bass,

2011) and Editor of Smarter Innovation (Ark Group, 2014).

•Sample clients include Athena Health, Clear Channel, The Gates

Foundation, Institute for Healthcare Improvement, Medtronic,

Mitokine Bioscience, Project Mgt Institute, Women’s World

Banking, and The World Bank.



•Kate has an MS/MBA from MIT Sloan, a BA in Economics from Williams College,

and certifications in Dialogue, Facilitation, Mediation, Project Mgt., and LEAN Six

Sigma.

•Kate has articles in Sloan Mgt. Review, Harvard Business Review, Ark Group, NASA Ask

Magazine, Huffington Post, Journal of Digital Media Management, Reuters Great Debate, and

Ivey Business Journal.

Pugh how great KMers are innovation conveners 150217

Business

Transcript of Pugh how great KMers are innovation conveners 150217