The ARISTOTELE Project for Governing Human Capital Intangible Assets

The ARISTOTELE Project for Governing Human Capital Intangible Assets: A Service Science and Viable Systems Perspective

1st International Conference on Human Side of Service Engineering

@AHFE2012 21-25 July 2012

San Francisco (USA)

Pierluigi Ritrovato

S. Salerno, P. Piciocchi, C. Bassano, P. Ritrovato, G. Santoro

Overview of the ARISTOTELE project The ARISTOTELE vision and approach Service Science Management Engineering + Design (SSME+D) and Viable Systems

Approach (VSA)

ARISTOTELE key elements ARISTOTELE Models ARISTOTELE Methodologies ARISTOTELE tools

Some distinctive features Workers’ relevance analysis based on VSA Competencies and profile based tab suggestions Competencies and Trust based Team building Curriculum Vitae analysis Adaptive learning experience generation

How to facilitate Adoption, Acceptance and Assimilation of the ARISTOTELEplatform

Talk Outline

2Pierluigi Ritrovato @HSSE 25 July 2012 San Francisco

FP7 EU funded Integrated Project Coordinated by CRMPA with a key-role of MOMA from technical and exploitation point-of-view Best combination for research and exploitation success

8 partners with end-user involvement Proven complementarities and experience

6.4 M€ (4.5M€ funding by the EC) for 3 years Challenging results with clear value for money

High strategic impact thanks to a strong business orientation and commitment Two pilot partners involved in different domains (PHI and AMIS) Starting from an existing solution (Intelligent Web Teacher) Build on top of market leader enterprise & collaborative platform (Microsoft Sharepoint

20120) Presence of a partner with a role of innovator/early adopter (ENG)

Innovative approach to conceive relations among knowledge flows, learningobjectives, and creativity within the organization

General Information

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ScientificCoordinator

ProjectCoordinator

TechnicalManager

Pierluigi Ritrovato @HSSE 25 July 2012 San Francisco

ARISTOTELE Partners

ARISTOTELE

Academic

Industrial

Pilot

Research

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In Enterprise contexts, organizational, learning, and social collaboration processes are often managed independently

What ARISTOTELE is about

ARISTOTELE aims to coordinate them through a sort of virtuous cycle where intangible values (creativity, competences, and knowledge) are tracked and collected in order to:

Be exploited in other processes

Improve/innovate other processes

Central to this virtuous cycle are: The worker The enabling role of

technologies


• Target• large size Knowledge intensive organisation• Support Knowledge Workers (Drucker 1999, Reinhardt et al., 2011) in

collaborative knowledge sharing, learning and innovation development • through a bottom-up reconstruction of best practices and processes

adopted in every-day activities

• ARISTOTELE Key points:• Enable Learning Organisation and support Organisational Learning

• Providing a new way to establish and enhance relations among knowledge flows, organizational and learning objectives, work practices, and creativity within knowledge intensive organizations

• Propose a novel methodological and modelling ground, consisting of• Conceptual Models representing organizational assets in a machine-

understandable way • formalisation of knowledge using semantic schema and correlation among key

assets • Innovative Methodologies operating on conceptual models

• achievement of organizational and performance objectives

What ARISTOTELE is about (1/2)


Key points of ARISTOTELE (cont.): Provide a set of “ARISTOTELE business Process Patterns”

related to knowledge intensive organisations work practices Processing (i.e. transforming , updating, …) assets available in

the semantic models Representing the dynamicity of the conceptual models

Supported by ARISTOTELE methodologies Develop an advanced service oriented platform

Human-centric Models & methodologies driven (in contrast to technology-driven) Built on top of state-of-the-art technologies (i.e. IWT – Intelligent

Web Teacher, Microsoft Sharepoint 2010)

What ARISTOTELE is about (2/2)


The top level is the starting point: inputs (organizational objectives and worker needs, preferences, …) “influencing” the key ARISTOTELE processes

The middle level embraces the key ARISTOTELE processes centred on collaboration: Building of personalized learning experiences Creation of Innovation Factory for collaborative innovation boosting Management and sharing of personal knowledge to be “reused” in different domains and tasks

The bottom level includes features supporting update and reuse of organizational knowledge

ARISTOTELE enabling building blocksand research areas (1/2)


The top level is the starting point: organizational objectives and worker needs, preferences, … to “influence” the key ARISTOTELE processes

The middle level embraces the key ARISTOTELE processes: Building of personalized learning experiences on the basis of the top level inputs Creation of Innovation Factory (for collaborative innovation boosting) leaded by needs arising from

personalized learning experiences and customized according to the organizational objectives Management and sharing of personal knowledge to be “reused” in different domains and tasks

The bottom level includes features supporting update and reuse of organizational knowledge

ARISTOTELE enabling building blocks and research areas (2/2)

Modelling using Semantics

Innovation factory:•Collective intelligence, Innovation Factory:•Web 2.0 paradigm, collective intelligence•Methodologies and process to exploit collaborative network and to foster the innovation factories

Personalized learning:•Methodologies supporting formal/informalcollabroative learning

•Methodologies to access to learning offersstarting from requests in natural language

PWLE:•Methodologies to capitalize knowledgeelicited through informal and informalactivitiesInnovation factory:•Collective intelligence, Knowledge management:Methodologies and algorithms enabling:•Semi-automatic taxonomy construction•Alignment and mapping of domain ontologies•Semi-automatic ontology extraction•Capture and formalisation of knowledgeexchange

Innovation factory:•Collective intelligence, Methodologies for DSS for Human Resource Management


Linking Strategic and Operational levels

Mapping of ARISTOTELE models, tools and methodologies on the Kaplan & Norton closed loop management system

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How Fit Everithing Together

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Both investigate on complex human systems to ensure a viable quality of services:

“ increasingly quality of life depends both on the quality of service we receive from these systems as customers, but also the types of job roles we find in these

systems as working professionals”(Spohrer, 2010; Golinelli, 2010)

Service Science view

the fit skill requirements in

meeting the demands of variable service

economy (Spohrer et al., 2009);

Viable Systems Approach

the interdependencies and the challenges of

socio-economic contexts in which organizations try to survive and to be viable (Golinelli, 2010)

More flexibility in knowledge to be

suitable to cooperate and collaborate in service systems as well as to improve

subjective and organizational skills

and processes for “living in complex

changing scenarios”

SSME+D&VSA: a new trans-disciplinaryapproach

The ARISTOTELE Project inSSME+D & VSA perspectives

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(1) the connectivity between consonant and resonant entities

(2) value co-creation mechanisms used by entities according tointernal and external networks

• ARISTOTELE is a complex integrated service oriented architecture

• useful to enrich organization environment improving effectiveness and efficiency

• supporting social collaborative teams • Supporting transaction from managerial strong specialization of

professional profile – I-Shaped professional – to managerial multi-disciplinary variety knowledge, based on consonant subjective specialization of new professional profile – T-Shaped professional

Knowledge Model (KM) provides constructs for the representation of

enterprise knowledge entities, enterprise domain vocabulary, educational vocabulary

Competence Model (CM) provides constructs for the representation of

competences and their relations to other concepts such as context, activities, and objectives

Worker Model (WM) provides constructs for the representation of

worker including social, learning, working and personal goals

Learning Experience Model (LEM) provides constructs for the learning

experience needed to achieve a new competence or fill a competence gap.

ARISTOTELE Models


How ARISTOTELE uses semantic schemas

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Role of the Models: Integrated Schemas

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The Knowledge Model


Competence Model

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Worker Model

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Learning Experience Generation Model

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A Knowledge model instance example

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Knowledge Management (KM) Tool, exploiting methodologies and techniques supporting organizational knowledge building and maintenance (matching, merging) in a semi-automatic way using knowledge extraction techniques as well.

Human Resource Management (HRM) Tool, exploiting methodologies and techniques supporting competence gap analysis, team and group formation, relevance analysis, internal resources competence development, and recruitment.

Social Collaboration and Networking (CN) Tool, aiming at supporting the innovation process within the organization.

Learning Experience Generation (LEG) Tool, exploiting methodologies and techniques to recommend suitable contents and didactic approaches to the workers, to generate, adapt and manage personalized learning experiences tailored to the organizational objectives.

Personal Working and Learning Environment (PWLE) tool, acting as a methodological and technological integrator for all the other tools.

The Tools

22SOA-KME Workshop @ CISIS 2012Palermo 4th-6th, 2012

Objective: to provide a systemic way to map relevant human resources and support HRM informed decisions Relevance is the combination of Criticality

and Influence In VSA, relevance can then be interpreted as

the ability of an outside system (e.g. an human resource) to condition the survival prospects of a viable system (e.g. the organisation)

Resources’ Relevance Analysis based on VSA Framework (1/2)


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The approach: Qualification and quantification of Criticality and Influence Clustering of the human resources Definition of possible strategies


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Available tools

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Available tools

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Adoption: (the decision of an organisation or any individual to make use of an innovation. Rogers 1995) Software Architecture based on accepted SOA framework for

Information Management Systems design (MIKE 2.0 - Method for an Integrated Knowledge Environment)

Definition of Business Process Patterns and description of how ARISTOTELE impact on their activities

Definition of Startp processes for automatic population of models Acceptance (the demonstrable willingness within a user group to employ

information technology for the tasks it is designed to support. Dillon and Morris 1996) Analysis of well known Frameworks and best practices in the 5

ARISTOTELE areas (i.e. L&T and HRM People Capability Maturity Model - Curtis et al., 2009)

Leverage on market leader product for Enterprise collaboration Assimilation: (the extent to which the use of a technology diffuses across

organisational work processes and becomes routinized in the activities associated with those processes Chatterjee, Grewal & Sambamurthy 2002) analysis of common work-practices and empirical validation Use of Open standards and Open Liked data approach

Towards Adoption, Acceptance and Assimilation of the ARISTOTELE Platform


Web site: http://www-aristotele-eu.org Follow us on twitter: (@Aristotele_ip) URL:

http://twitter.com/#!/Aristotele_ip LinkedIn: ID Group - ARISTOTELE Facebook: ARISTOTELE Project

ARISTOTELE references

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Visit our web site to learn more on how to support knowledge workers in knowledge sharing, social collaboration, learning and

innovation with an integrated platformStay tuned!


Backup

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What is a Service System? What is Service Science? …customers just name <your favorite provider> …researchers just name <your favorite discipline>

Economics & Law

Design/ Cognitive Science Systems

Engineering

OperationsComputer Science/

Artificial Intelligence

Marketing

“a service system is a human-made systemto improve customer-provider interactions,or value-cocreation between stakeholders”

“service science isthe interdisciplinary study of

service systems &value-cocreation”

Source: IBM Univesity Programs

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Service Science (Spohrer & Maglio)

Service system entities dynamically configure (transform) four types of resources

Service system entities calculate value from multiple stakeholder perspectives

Service system entities reconfigure access rights to resources by mutually agreed to value propositions

Nation

State/ProvinceCity/Region

EducationalInstitution

HealthcareInstitution

OtherEnterprises(job roles)

Family(household)

Person(professional)

Premises of service science: What service systems do

Service system entitiesdynamically configure (transform)

four types of resources

Service system entitiescalculate value from multiple

stakeholder perspectives

Service system entitiesreconfigure access rights

to resources by mutually agreed to value propositions

S AP C

Physical

Not-Physical

Rights No-Rights

2. Technology

4.. SharedInformation

1. People

3. Organizations

StakeholderPerspective

MeasureImpacted

Pricing Questions Reasoning

1.Customer Quality Value Based

Should we? Model of customer: Do customers want it?

2.Provider Productivity CostPlus

Can we? Model of self: Does it play to our strengths?

3.Authority Compliance Regulated

May we? Model of authority: Is it legal?

4.Competitor

Sustainable Innovation

Strategic Will we? Model of competitor: Does it put us ahead?

Spohrer, J & Maglio, P. P. (2009) Service Science: Toward a Smarter Planet. In Introduction to Service Engineering. Editors Karwowski & Salvendy. Wiley. Hoboken, NJ.. 32

Items that characterize the “Criticality” and “Influence” (our elaboration from Barile, Nigro, Trunfio, 2006) the easier one measurable with ARISTOTELE

Criticality Degree of core competences of a worker(e.g. ratio between # of core

competences of the worker / total # of organisation core competences) Degree of substitutability (e.g. ratio between # of similar workers / total # of

organisation workers ) Degree of usefulness or innovation of the worker delivery Ability to increase the # of relationships …

Influence Rising Star (e.g. function of the # of promotions and/or rewards of the worker in

a time period) # of colleague following ideas or proposals (e.g. # of answers to a blog

discussion of a worker) Capability to capture interesting information (e.g. # of external documents

found by the worker and adopted by the colleague) …



The ARISTOTELE Project for Governing Human Capital Intangible Assets

Technology

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