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The Knowledge Continuity Center, 2004
www.knowledgecontinuity.org
Whats the Big Idea?
How to Leverage Idea Power inYour Company
Presented byLeonard Kish, MBA, MSIS, MS
Managing Partner,Knowledge Continuity Center
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THE EMPIRES OF THE FUTURE
ARETHE EMPIRES OF THE MIND.-Winston Churchill
The World Ahead
WHERE THERE IS AN OPEN MIND,
THERE WILL ALWAYS BE A
FRONTIER.- Charles Kettering, Head of Researchat General Motors for 27 years
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We Are Constantly UncoveringNew Worlds of Knowledge
Genomics
Proteomics
Nanotechnology
Subatomic Physics
Neuroscience
Space
Enterprise Systems
O Futuro e Voc, Juan Enriquez,Director, Life Sciences Project,Harvard Business School
The uncovering of the Human Genome is
akin to Columbus discovering America.
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The Knowledge Continuity Center, 2004
www.knowledgecontinuity.org
The most valuable asset of a 21st Centuryinstitutionwill be its knowledge workers
and their productivity.
- Peter Drucker 1999
If you learn to manage this asset quickly andeffectively, competitors will nevercatch up.
The New Capital: Knowledge
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The Knowledge Continuity Center, 2004
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Question
For many companies intangible assets makeup the majority of all assets - for someothers, almost all assets are knowledgeassets.
Our major challenge:
1. To find and2. leveragethese hidden assets
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Historical Perspective:Representation of Assets
Maps of all kinds have beenkey to managing assets sincethe dawn of humankind.
We all speak the maplanguage.
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The Knowledge Continuity Center, 2004
www.knowledgecontinuity.org
Traditional Asset Management withMaps
Maps allow us topredict future
events, and actinpreparation.
From National Geographic, June 2004, Infographic by 5W Infographics
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www.knowledgecontinuity.org
Modern Maps
..and these maps
constantly becomemore refined,almost real.
*Satellite Photos Courtesy of NASA andGeospace
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Modern Maps
We continue to add
depth
new layers of dimension
to these maps.
*Satellite Photos Courtesy of NASA andGeospace
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www.knowledgecontinuity.org
Deeper and Deeper
*Satellite Photos Courtesy of NASA andGeospace
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The Knowledge Continuity Center, 2004
www.knowledgecontinuity.org
We go from Vision to Strategy
*Satellite Photos Courtesy of NASA andGeospace
until...
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The Knowledge Continuity Center, 2004
www.knowledgecontinuity.org
we arrive at our destination.
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The Knowledge Continuity Center, 2004
www.knowledgecontinuity.org
What do we need to navigate theknowledge economy?
A clearly defined vision(Where we want to go.)
A map (A way to track
and visualize theknowledge space.)
A way to get there (Theplan.)
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The Knowledge Continuity Center, 2004
www.knowledgecontinuity.org
Definition of Knowledge
Given a set of information about asituation, knowledge is the ability to
select a course that will lead to thehighest probability of achieving a goal.
Wisdom is bringing knowledge and
action together.
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The Knowledge Continuity Center, 2004
www.knowledgecontinuity.org
Principles of Effective PropertySystems (Capital to Action)
Fixation
Integration
Accountability
Standardization
Networking
Transaction Protection
*From The Mystery of Capital, Hernando de Soto, Peruvian Economist
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The Knowledge Continuity Center, 2004
www.knowledgecontinuity.org
Effective Representation and Sharingof Knowledge Turns Know-How intoAction
The best systems for leveragingknowledge assets are generally those
that fulfill de Sotos criteria. Maps are great ways to fixate these
assets
XML and Web Services fit the criteria
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The Knowledge Continuity Center, 2004
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Mapping the Knowledge Space andLeveraging the Knowledge Assets
Steps
1. Encourage sharing of ideas, open theknowledge vault
2. Mapping (fixation of some kind)
3. Ensure knowledge systems arenetworked, integrated, accounted,
transaction protected and standardized4. Facilitate actiontoward vision
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The Knowledge Continuity Center, 2004
www.knowledgecontinuity.org
Idea Sharing Principles
Provide mechanism to focus on specific organizational goalsand objectives
Encourage all intelligence sources to contribute their ideas
Don't limit innovation to one department!
Promote Transparency (idea transaction protection)
- Reduce cynicism
- Rewards
Leverage Cross-fertilization
Focus on speed to market of ideas, just like products
Integrate into common applications
Encourage Blogging! Get ideas out into the knowledgespace!
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The Knowledge Continuity Center, 2004
www.knowledgecontinuity.org
Dont Forget!
You have several sources of ideas andknowledge! Each company interface isa source.
Customers
Employees
Shareholders
Suppliers
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The Knowledge Continuity Center, 2004
www.knowledgecontinuity.org
Mapping Knowledge Profiles
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The Knowledge Continuity Center, 2004
www.knowledgecontinuity.org
Mapping Organizational Maps
Process Maps
People Networks
Information Networks
Idea Networks
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The Knowledge Continuity Center, 2004
www.knowledgecontinuity.org
MappingVisualization of Search Results
How many peopleever get past the firstpage of a Googlesearch result?
What else might youwant to search?
What otheralgorithms might youwant to use?
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www.knowledgecontinuity.org
Intellectual Property Mapping
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The Knowledge Continuity Center, 2004
www.knowledgecontinuity.org
Case Study
$60 Billion Oil Company
Challenges:
Silos
Innovation
Replicating Best Practices
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Case Study
Idea Process1. Submit Idea2. Idea Received
3. Idea Under Review4. Remain in Idea Bank5. Conduct Additional
Research
6. Move to InnovationPortfolio
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Case Study
Results
$250M in 10 months [~$830,000/day]
Industry leading 7% Implementationof Ideas
6 New Company Spin-offs
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The Knowledge Continuity Center, 2004
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Facilitate Action Toward the Vision
VisionDesiredFuture
StrategyCore
ProcessAlignment
End-to-End
Work Flow
A new concept
leading tocompetitiveadvantage
withmeasurable value
Progress
TowardsA High Performance
System
VALUE
Hierarchal
Structures
Flow
Incremental
Innovation
Revolutionary
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The Knowledge Continuity Center, 2004
www.knowledgecontinuity.org
Our challenges for maintaining andgrowing the knowledge asset
69% of executives ranked innovation as a top-threebusiness priority
231,000 years of cumulative experience will begone from the Petroleum Industry by 2010
Recent college graduates will have 11 jobsthroughout their career
Layoffs
Mergers Disasters
Unplanned mergers
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The Knowledge Continuity Center, 2004
www.knowledgecontinuity.org
The Plan - How WeMeet the Challenge
Strategic Awareness
Educate, Discuss,
and BrainstormOpportunities forHolistic Performance
Improvement
Profit, Productivity, Value
Attention Assessment Advantage Augment
Goals Clarification
Team Formation
Communication Plan KCC Advantage Plan
Knowledge ContinuityAssessment
Snapshot Diagnosis
Pilot Assessment
Organization-wide Rollout
Pilot Program
Improve
Evaluate
Monitor
Develop Baseline and
Roadmap to BuildOrganizational
Capabilities
Execute People-
Centered Approach toBring Competitive
Advantage
Build Self-optimizedSustainability
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The Knowledge Continuity Center, 2004
www.knowledgecontinuity.org
The Journey is only Beginning!
How deep will we go?
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New Property, New Laws
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