Research That Reinvents the Corporation Managing Professional Intellect: Making the Most of the Best...
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Research That Reinvents the Corporation
Managing Professional Intellect:Making the Most of the Best
Bharadwaj RaghuramWilliam P Muehlbauer
Research That Reinvents the Corporation
John Seely Brown
(Former Chief Scientist of Xerox Corporation,Former director, Xerox PARC)
Published in Jan-Feb 1991
For the next 25 minutes or so… The Most Important Invention Technology Gets Out of the Way Harvesting Local Innovation Coproducing Innovation Innovating with the Customer PARC: Seedbed of the Computer Revolution How Xerox Redesigned Its Copiers
The Most Important Invention It’s the corporation Fumbling the future Pioneering research Redefine technology, innovation and research
What’s the difference between invention and innovation?
Technology Gets Out of the Way Research on new work practices is as
important as research on new products.
Beyond the view of technology as an artifact Disappearance of discrete information-
technology products The photocopier
Technology Gets Out of the Way Remote interactive communication Digital copying Mass customization Like “clay” Sell expertise rather then products
Can anybody think of how we had to adapt to a change in technology at work/school ?
Harvesting Local Innovation Innovation is everywhere; the problem is
learning from it.
No more the privileged activity of the research department
Design IS to support the way people really work
PARC anthropologists
Harvesting Local Innovation Lucy Suchman studies accounting clerks Ideas generated in the course of work are lost Customized user-system program Buttons (Cambridge lab, England) Story about tech-reps at Xerox
Any personal experience or information of local innovation getting lost (or not)?
Coproducing Innovation Research can’t just produce innovation; it
must “coproduce” it.
Research must co-produce new technologies and work practices by developing with partners throughout the organization a shared understanding of why these innovations are important
Coproducing Innovation Tech-rep training is an excellent example of
pioneering research How do you convey the significance of this
problem? Get people to experience the implications of a
new innovation Digital copying – “unfinished document”
Coproducing Innovation Portray not just technology but also
technology “in use”. “Conceptual envisioning environment”
An “envisioning lab” could simulate the impact of a new product before it is actually built
Innovating with the Customer The research department’s ultimate innovation
partner is the customer.
Coproducing products with customers Customization of technology Identify the “latent” needs Prototype a need or use before we prototype a
system
Innovating with the Customer Express Project (Syntex) The Forms Receptionist system Envisioning lab – Does it exist?
Examples from other industries
PARC: Seedbed of the Computer Revolution Created in 1970 by the then CEO C. Peter
McColough LAN for distributed computing Point and click editing using a mouse Smalltalk Xerox fumbled the future 1973 – Prototype of laser printing 1990 – several billion dollar business at PARC
How Xerox Redesigned Its Copiers Increasing complaints in early 1980’s Make an “idiot-proof” machine Not really a machine failure Convincing the technology designers No more flip cards Display panel Dramatic change in results
From the Letter of John Seely Brown to Young Researcher Applicants “Trust your intuition and know how to run
with them. Try to have a commitment to solve real problems because our focus is on technology in use.”
To Summarize… “The successful company of the future must
understand how people really work and how technology can help them work more effectively. It must know how to create an environment for continual innovation on the part of all employees. It must tap the latent needs of customers. It must use research to reinvent the corporation.”
Managing Professional Intellect – Making the Most of the Best
James Quinn, Philip Anderson, and Sydney Finkelstein
Originally Published April, 1996
Where we are going What is Professional Intellect? Developing Professional Intellect Leveraging Professional Intellect Inverting Organizations Creating Intellectual Webs
Overview “The success of a corporation lies more in its
intellectual and systems capabilities than its physical assets”
Interest in intellectual capital, creativity, innovation, and learning organizations.
Little attention to managing intellect which creates the most value in the new economy
What is Professional Intellect? Operates on four levels (increasing
importance) Cognitive Knowledge (Know-What) Advanced Skills (Know-How) Systems Understanding (Know-Why) Self-Motivating Creativity (Care-Why)
What is Professional Intellect? Training Focus of Companies
Basic skills rather than advanced and little or none on systems or creative
Perfection not Creativity Resistant Bureaucracy
Developing Professional Intellect 4 ways to begin developing professional
intellect within a company Recruit the Best Force intensive early development Constantly increase professional challenges Evaluate and weed
Recruit the Best Few topflight professionals can make a
organization Want to work with the best Want to be on the frontier of advancement
Microsoft – 100’s for 1 Four Seasons Hotel – 50 for 1
Force Intensive Early Development Know – how developed from real world
problems Microsoft Teams
Experiences lead to know-why and care-why Ensuring growth through:
Constant heightened complexity, mentoring, rewards for performance, incentives to advance the discipline.
Constantly Increase Professional Challenges Leaders – demanding, visionary, intolerant to
under par effort, set goals high Motorola – Robert Galvin achieved six sigma
Either drop out or substitute higher personal standards
Push beyond book knowledge
Evaluate and Weed Professionals want to be evaluated by the top
of there field Important to have objective appraisal and
selective weeding Anderson Consulting – 10% make partner Microsoft – force out bottom 5% of performers
each year
Leverage Professional Intellect Past ways to create leverage
Employees work longer hours Add more associates
New ways to create leverage Through new technologies Management approaches
Leverage Professional Intellect Common underlying principles to create
leverage Boost professionals’ problem-solving abilities by
capturing knowledge in systems and software Overcome professionals’ reluctance to share
information Organize around intellect
Boost professionals’ problem-solving abilities by capturing knowledge in systems and software
Financial organizations Human experts and system software collect and analyze Advice distributed via software systems to retailers and
brokers who further customize information Leverage = value of knowledge * number of nodes using
it Know-why is increased at center, then incentive structures
create care-why
Overcome professionals’ reluctance to share information Intellectual assets increase in value with use Reach numerically then benefits grow
exponentially Due to feedback, amplification, and modification
Outside entities – customers, suppliers Once establish knowledge based competitive
edge, hard for other companies to catch-up
Overcome professionals’ reluctance to share information Difficulty to overcome natural reluctance
Competition between professionals Difficult to assign creditability to knowledge
Anderson Worldwide – ANet Electronic system connecting 85% of professional Post problems on electronic billboards Central location of indexed subjects, customer
references and resource files Incentives and cultural change were essential
Organize around intellect Traditional companies organized around
physical assets To leverage, need to organize around
intellectual assets Customized solutions to an endless stream of new
problems
Organize around intellect Is this common sense today? Would you like to add another common
underlying principle?
Inverting Organizations Organize so that intellect creates the most value
Often need to break away from traditional view of the center as the driving force
Supporting organization Distributes logistical, analytical, and administrative
support Does not give them orders Former line order becomes supportive structure and
become staff people
Inverting Organizations
Person 1 Person 1Person 1Person 1Person 1 Person 1Person 1Person 1
Person 1 Person 1Person 1
Person 1
Person 1 Person 1
Person 1
Individual Professionals
Support Staff
CEO
Inverting Organizations Nova Care – NovaNet
Frees therapists from administrative activities Captures the organizations systems knowledge – rules,
schedules, customer billing, etc … Captures information for therapists about costs, services,
techniques that work well, health care patterns Therapists can give orders to line organizations and make
decisions on patients care CEO refers to therapists as “my bosses”
Inverting Organizations Inverted organizations are effective when:
Experts embody most of the organizations’ knowledge Knowledge is customized at point of contact with
customer Software for Inverted Organizations
Rules enforcement Professional empowerment
New performance measurements and rewards system
Creating Intellectual Webs Spider’s web
Self-organizing Solve problems no one person or organization can
know the full dimensions, or issues within the problem
Form quickly, disbands quickly Can leverage knowledge capabilities by hundreds
of times
Spider’s Web
Person 1
Person 1
Person 1
Person 1
Person 1
Person 1
Person 1
Person 1
Person 1
Person 1
Person 1Person 1
Specialists
Client-relationship managers
Creating Intellectual Webs Strong promotional and compensation process
are essential Merrill Lynch – confidential peer reviews
What and how webs communicate is just as important as the knowledge individuals hold
Creating Intellectual Webs Shared interest, common values, and mutually
satisfactory solution is essential to leverage knowledge in these webs: Keep hierarchical relations ill defined Constantly update and reinforce project goals Involve clients and peers in performance
evaluations Provide both individual and team rewards for
participation
Creating Intellectual Webs Technology is also a key leverage factor
Allows for geographically diverse teams Software provides a common language
By providing data and allows for interactive sharing and problem solving
Keys to these systems: Networking, groupware, interactive software, and a
culture of and incentives for sharing
Creating Intellectual Webs Anyone have experience with these
intellectual webs? Are they effective as they say they are?