Knowledge Management for the clusters’ success
Thought-provokingKDRIK workshop
Székesfehérvár, 2012.october 1-2.
Tibor Gyulay
Tudásmenedzsment és Innováció
IntroductionTibor Gyulay
• More than 25 years experience in organization development and training market (BME teacher, trainer, consultant, coach)
• Founder owner of POZITEAM
• Focusing on KM during the last 5 years
• Knoco Ltd. franchise partner
• Successful KM projects
• IAEA expert
• KM: competitive advantage!
POZITEAM – KNOCO HUNGARY INTRODUCTION
• 25 years experience on the field of consultancy and organization development
KNOWLEDGE MANAGEMENT!!!
• 2010: franchise contract, Knoco Ltd. (UK)
• Profile: development, implementation and operation of knowledge management systems on both organizational and national (international) level
• Wide range of KM training programs
• Our most important references:
The logical structure of the day
• Why is the KM important for clusters?
• Experience sharing (teamwork)
• Introduction to KM
• Relationship between KM and innovation
• KM in clusters
• Cluster Management’s tasks
• New community model of developing KM
• Cluster Managers’ community of practice: trying KM for their own benefit.
Why do we gather in clusters?
• Common goal• It doesn’t work alone• Cooperation with synergy:
1 + 1 > 2
It is not a content response!
What do we put together?
• Technology• Capital goods• Infrastructure• Laborforce• Connections• Lobby• Culture• …• KNOWLEDGE
What is our common capital?
How do we manage our knowledge capital?
• There is no KM strategy:– Nor at the member companies
– Neither in the cluster
• Knowledge processes?
• Technology?
• Dedicated KM performers?
• It depends on the Cluster Management– Intuitive
– Not complex
• Limited sharing
• WE DON’T EXPLOIT IT!
Do we it deliberately enough?Do we it professionally enough?
Teamwork
Introduction to Knowledge Management
Sound familiar?
• ‘I’m sure I heard someone mention that to me the other day, now who was it?’
• ‘Someone must have done this before - but who?’
• When that guy left, he took all that knowledge with him.’
• ‘It was pure luck that I met Freddy – he had just the answer I was looking for”
• ‘That went very well – how do we repeat that success?’
• ‘We made this mistake in our other office too’
If only we all knew what we all knew,…
If only we could find that knowledge when we needed it,…
If only we could never forget,…
© Minden jog fenntartva.
Knowledge and Performance
KnowledgeKnowledge PerformancePerformance
Learn
Apply
© Minden jog fenntartva.
What’s different about knowledge?DataA pressure reading, in one place, at one time
InformationData structured in such a way as to “tell you something”
Knowledge?What does this mean? What action should I take?
© Minden jog fenntartva.
Where does knowledge come from?
• Experience – Trial and error
– Trial and success
• Other People with experience• Training
• Manuals• Hardwired into systems, processes and
equipment
Tacit
Explicit
© Minden jog fenntartva.
The flow of knowledge
From...
To...
After Nonaka (1994)
People
Knowledge Bank
People Knowledge Bank
Communication Collecting
OrganisingAccessing
© Minden jog fenntartva.
Holistic model
People
TechnologyProcesses
Environment
A systematic frameworkKnowledge Bank
Communities
Knowledge Assets
People &
TeamsGoals
Learn during
Learn after
Learn before
Results $Leveraging & Using
Knowledge
The possible elements of a Knowledge Management System
• Measuring and analysing knowledge
• Rewarding knowledge sharing• Learning between projects &
Best Practice• AAR = After Action Review• Knowledge Map• CoP = Communities of
Practice• Professional knowledge
banks, databanks• Competency Management
• KM-friendly structure and culture of the organization
• Master-follower relationship (mentor, intern)
• Modern technology for cooperation
• Measuring and controlling the intellectual capital
• Knowledge Brokers• Social Applications (wiki,
blog, etc)• Storytelling
Knowledge Management and Innovation
Tibor Gyulay, POZITEAM – Knoco Hungary
The goal of this blockKM Innovation
• Gaining business results from supporting innovation with KM tools
• Unclear boundaries: KM and innovation: hand in hand!
• Must to do and to change: awareness and methodology
• Don’t complicate it over: Simple methods
• Useful ideas, tips
Relationship between Knowledge Management and Innovation
Awareness of KM growing organizational creativity.Unclearness? It doesn’t matter!
• Knowledge Performance• New Knowledge Innovation• Knowledge sharing culture• KM techniques, tools• Fitting in process• Technologies• „Reinvent the wheel"• Innovation Management as
an important knowledge
Techniques suggested by KnocoWhat is out of the training
• Business Driven Action Learning
• Action learning teams• Technical barrier
KM tools in the Innovation ProcessAwareness of KM growing organizational creativity.With simple tools
• Business Driven Action Learning• Action learning teams• Technical barrier• Knowledge Map• Knowledge sharing forums• Idea management• Communities of prectice• Talent management• Web2 technologies• Knowledge sharing culture,
motivation• Innovation as an important
knowledge content!
What if our own knowledge is not enough?We are small but flying high.
• Purchasing knowledge• Increasing resources• Industrial spying• Tinkering• Cooperation• Outsourcing• Crowdsourcing• (Open innovation)• Be innovative in Knowledge
Management too!
Knowledge Management in Clusters
Do we need this?
KM in Clusters• Is it good for the member
company?• Why does it need for the cluster?• It’s sure to be expensive.
KM developer community• What kind of tasks does the
Cluster Management have?• How can the Cluster Managers
benefit from it?• …
• Investing in the most important capital factors!
Important questions and challenges
Benefit for the member companies derived from Knowledge Management
• More efficient operating- Better decisions, faster work- Less error- Less time for searching the appropriate knowledge
• More innovative organization- Knowledge integration, creativity- Knowledge sharing culture
• Reducing the risk of losing knowledge- Awareness in managing the key knowledge and key people- Building experiences in the operation- Knowledge of the organization > knowledge of the individuals
• More committed and more motivated staff• Quick return!
Benefit for the Cluster derived from KM
• Synergy of the member companies’ knowledge- Learn from each other- Creative knowledge combinations- Inspiring knowledge sharing
• Common developments- Product,- Technology- …
• Networking relations intensify- Professional confidence- Community
• Achiving profesionally one of the cluster’s basic goals.
The community development model
• Developing a KM System is actually a big expenditure („It doesn’t work alone!”)
• Joining our forces!- Share the costs!- Put together our experiences!
• The work goes on in a developing team!
How does the developing team work? (first 6 months)
Executive informative meeting for the inquiring companies. Kick off meeting for the participants („Contracting”, getting know each
other, scheduling the program)
2 days knowledge management trainingo Conceptual basis of the KMo Own experience exercises for learning the importance of knowledge sharingo Casestudies, succes storieso Methodological guidanceo Planning KMS implementation for each organization
Regular team meeting (8-10 times) Communication, knowledge and experiance sharing (web2) Personal consultant meetings (4x2 hours) Consultant support for auditing the KM maturity of the company
by an online survey
Outputs of the 1st development stage (6 months)
Prepared, comitted „champions” Exact picture of the actual KM situation at the company
Existing strengths and developing areas of the KMS Risks of losing knowledge
Development proposal for KMS Where is it worth for intervention? How does this investment return?
Realized quick win actions, started (completed) pilot projects Demonstrable results!!!
Proposal for developing the cluster’s KM activities
The community develeloping KMS modell
1. The member company gains from the benefit of the more efficient management of knowledge capital and more mature knowledge culture
2. We can get better results in a cheaper way!
3. As a „by-product” knowledge sharing inside the cluster also gets better!
Tasks of the Cluster Management in the Knowledge Management
• Recognise the exact opportunities where KM can help to achieve the cluster’s goals.
• Agree with the member companies on the KM goals and the intergation level of the KM Systems.
• Integrate the knowledge processes into the cluster’s operation.• Build up the cluster’s knowledge sharing technology
(SharePoint?).• Determine the KM roles and prepare the members.• The implementation of the KMS for the cluster.• Bulid up a supportive and inspiring culture of knowledge sharing.• The operation and continuous development of the KMS.
Cluster Managers’ Community of PracticeHow can we benefit from the Knowledge Management personally?
• Why now do we speak about this?
• What are the Communities of Practice?
• How could the CoP of CM work?
• What can the POZITEAM – Knoco Hungary add to this?
• Next steps
The relevance of the Topic
• 13 personal interview with the organizations of the Cluster Management The proficiency level of the Cluster Management has a key role in the
success of the cluster. Great experiance has been collected during the last time. The majority would be happy if they can share their knowledge with
other Cluster Managers.• There is a very low proportion of clusters working well.• The MAG Zrt. has also recognised the neccesity of the
communication between Cluster Managers.• Teh efficiency of knowledge transfer and the sustainability of the
community can be raised by the state-of-the-art KM techniquies.
What are the Communities of Practice?
- Group of people with common professional interest
- The main target is personal learning- Knowledge transfer (personal meetings and
knowledge sharing platforms)
What can POZITEAM add to this?• Participation in the process of preparing the program, forming the
conception and buliding up the operatioanl model.• Moderator role in launhing the community – organising and moderate
the start occasion after our ‚Community launch’ training worked out especially for this purpose
• Work out the requirements on a knowledge sharing platform and support the implementation (or maybe managing the entire build-up and launch process).
• Consultative support of the operative organizer team and the core of the community (until the operation stabilizes).
• Methodological support at the knowledge sharing events or the moderation of it if it is neccesary.
• Work out the suggestions for developing the community according to the operatioanl experiences.
Next steps
• Involve the critical mass (10-12 people) in the conception.
• Work out the starting conception• Aquire the support of MAG Zrt.• Organize the launch meeting• Examine the support possibilities• Launch the communication and knowledge sharing
platform• Community launch meeting• Successful CoP