Learning Renewal in organizations : Four processes through three levels

KM
Knowledge based view of the firm Cognitive Dynamic and knowledge behavioral and aspects of knowing learning, knowledge, and knowing

OL
OL System of interrelationships between learning at the individual group, and organizational level. OL Infrastructure: Alignment between non-human storehouses of knowledge

IC
Static knowledge and knowing

Learning/Renewal in organizations: Four processes through three levels

Level
Individual

Process
Intuiting

Inputs/Outcomes
Experiences Images Metaphors Language Cognitive map Conversation/dialogue Shared understanding Mutual adjustment Interactive systems Routines Diagnostic systems Rules and procedures

Group

Interpreting

Organization

Integrating Institutionalizing

2nd

order
Human capital

Intellectual capital Structural capital Relational capital

1st order

Essence Scope

Intellect Internal within, employee node Volume High

Routines Internal organizational links Efficiency Medium

Relationships External organizational links Longevity Highest

Parameter Codification Difficulty

Trust
Drivers

Culture

Conceptualization of intellectual capital

Your Organization Core Advanced Innovation knowledge knowledge knowledge Core knowledge Advanced knowledge Innovation knowledge Competitors

What firm must know

What firm must do

Knowledge gap

Strategic gap

What firm knows

What firm can do

Unbounded

Aggressive

Internal

External

Conservative
Exploiter Explorer Innovator

Knowledge Strategies
Firm characteristics
Human resource management practices

Industry characteristics

Knowledge strategy

Knowledge base

Knowledge performance

Creation and acquisition of new knowledge

I. Explorers

II. Bimodal learners

III. Maintainers

IV. Exploiters

Leverage of existing knowledge

Knowledge Management Projects

I. Knowledge Repositories 1.External Knowledge (example: competitive intelligence) 2. Structured Internal Knowledge (example: research reports, product-oriented marketing materials and methods. 3. Informal Internal Knowledge (example: discussions databases: lessons learned). II. Knowledge Access and Transfer - Maps of knowledge sources. - Building and managing expert networks. III. Knowledge Environment 1. Knowledge as an asset. 2. Managing the value of the asset. 3. Organizational attitude toward knowledge. 4. Process orientation. IV. Projects with Multiple Characteristics * expert network * internal document repositories * lessons learned * K.M. process * evaluation and compensation systems

Factors Leading to Knowledge Project Success

1. A knowledge oriented culture. 2. Technical and organizational infrastructure 3. Senior management support 4. A link to economics or industry value 5. A modicum of process orientation. 6. Clarity of vision and language. 7. Nontrivial motivational aids. 8. Some level of knowledge structure. 9. Multiple channels for knowledge transfer.

Knowledge Roles and Skills

1. Knowledge Oriented Personnel.
2. Knowledge Management Workers.

3. Managers of Knowledge Projects.

4. The Chief Knowledge Officer.

Initiatives Targets Measure Objectives

Financial To succeed
financially, how should we appear to our shareholders?
Customer To achieve our vision, How should we appear to our customers?
Initiatives Targets Measure Objectives

Initiatives Targets Measure Objectives

Vision and Strategy

Internal Business Processes

To satisfy our Shareholders and customers, what business processes must we excel at?

Initiatives Targets Measure Objectives

Learning and Growth To achieve our vision, how Will we sustain our ability t o change and improve?

The balanced Scorecard

HR Scorecard Template
Financial (Outcome) Perspective HR Deliverables Skills Motivation Work Environment HR Efficiency Relative Cost Timeliness

HR Alignment

Customer Perspectives

Internal Alignment (Fit) among HR management practices External Alignment (Fit) with line managers strategic goals

High Performance Work System

Internal Business Perspective

Selection & promotion linked to competency model. Development & promotions linked to the needs of the business Performance management & compensation systems attract, select, and motivate employees

HR Manager Competencies Learning & Growth

Personal Credibility * Change management * Culture Management Delivery of HR basics * Knowledge of the Business * Strategic Performance management

The EFQM Excellence Model

Enablers
People 9%

Results
People Results 9%

Leadership 10%

Policy & Strategy 9%

Processes 14%

Customer Results 20%

Key Performance Results 15%

Partnerships

& Resources

8%

Society Results 8%

Innovation and Learning

Six - Sigma
1. Establishing management commitment 2. Information gathering

3. Training

4. Developing monitoring systems

5. Business processes to be improved are chosen

6. Conducting Six Sigma projects

Continuous improvement

The Baldrige Excellence Model

Organizational Profile: Environment, Relationships, and Challenges
2 Strategic Planning 1 Leadership 5 Human Resource Focus 7 Business Results 3 Customer and Market Focus 6 Process Management

4 Measurement, Analysis, and Knowledge Management

P. Preface : Organizational Profile P.1 Organizational Description P.2 Organizational Challenges 2005 Categories and Items 1 Leadership 1.1 Senior Leadership 1.2 Governance and Social Responsibilities 2. Strategic Planning 2.1 Strategy Development 2.2 Strategy Deployment 3. Customer and Market Focus 3.1 Customer and Market Knowledge 3.2 Customer Relationships and Satisfaction 4. Measurement, Analysis, and Knowledge Management 4.1 Measurement, Analysis, and Review of Organizational Performance 4.2 Information and Knowledge Management 5. Human Resource Focus 5.1 Work Systems 5.2 Employee Learning and Motivation 5.3 Employee Well-Being and Satisfaction 6. Process Management 6.1 Value Creation Processes 6.2 Support Process and Operational Planning 7. Business Results 7.1 Product and Service Outcomes 7.2 Customer-Focused Results 7.3 Financial and Market Results 7.4 Human Resource Results 7.5 Organizational Effectiveness Results 7.6 Leadership and Social Responsibility Results TOTAL POINTS

Criteria for Performance Excellence

Point Values 12 70 50 85 40 45 85 40 45 90 45 45 85 35 25 25 85 45 40 450 100 70 70 70 70 70 1000