Athens, 14 September 2007

Moving from traditional

working methods to a

culture of information

sharing Luisa Arana Rueda

Director - Training and Development Department

" I ngeniería y Gestión del Conocim iento"Centro Tecnológico

AGRICULTURAL AGRICULTURAL AGEAGE

INDUSTRIAL AGEINDUSTRIAL AGE

Work

Land

Capital

Knowledge

Work

Land

Capital

Knowledge

Work

Land

Capital

Knowledge

AGE OF KNOWLEDGEAGE OF KNOWLEDGE

The age of Knowledge

New customers New suppliers New competitors

Market globalization

INDUSTRIAL AGEINDUSTRIAL AGEAGE OF KNOWLEDGEAGE OF KNOWLEDGE

New products Flexibility in Production lines Automation of works New services

Technological development

Product to be managed Foreign currency

Amount of available information

AGRICULTURAL AGRICULTURAL AGEAGE

The age of Knowledge

Learning faster than the competitors (intangible assets) =the only long-term sustainable competitive advantage.

The age of Knowledge

Speed of changes in the environment

Availability to access the information

(continual innovation to meet such a competitive environment)

(market without borders, new markets, new competitors)

New products and services

Globalization of the economy

Common behaviour pattern, followed by every person and group making up an organization, which favours:

Finding, specifying, distributing Knowledge

Applying knowledge

Organizational learning*

New Corporate Culture

* The organizational learning is the process by which the organizations transform information into knowledge, spread it and exploit it to improve their innovative and competitive capacity

* The organizational learning is the process by which the organizations transform information into knowledge, spread it and exploit it to improve their innovative and competitive capacity

Env

ironm

enta

l R

equi

rem

ents ValuesValues

BeliefsBeliefsPoliciesPoliciesPrinciplesPrinciplesNecessitiesNecessitiesExpectationsExpectations

RulesRules

Ways of Ways of thinkingthinkingfeelingfeeling

BehavioursBehaviours

Results

Corporate Culture

Strategy Structure Systems Management style HHRR policy

Strategy Structure Systems Management style HHRR policy

LearningLearning

“Learned way of perceiving, thinking and feeling, sharing and transmitting” (Schein, 1984)“Learned way of perceiving, thinking and feeling, sharing and transmitting” (Schein, 1984)

Limited distribution of information

Vertical and hierarchical structure

Responsibility associated to the direction

Based on Rules

Aversion to risk

Specific training plans

Retaining Knowledge

Low cultural awareness

Broad distribution of information

Horizontal, agile, dynamic structure

Shared responsibility

Based on Principles

Tendency to assume risks

Continuous learning policy

Sharing and using knowledge

Organizational culture receptive to the environment

Individual management Participating management

Leadership based on hierarchy Leadership based on skills

Limited internal communication Continuous and clear communication

New Corporate Culture

Culture centred on the development and comfort of the personCulture centred on the development and comfort of the person

Knowledge Management

Skills Management

Satisfaction of people

New Corporate Culture

is a new management model which involves all the members of

an organization, based on basics pillars such as:

Knowledge Management

HHRR Management Information Management Use of ICT

is generating knowledge, collecting, sharing and applying it to

manage the organization with actions which generate added value

and improve the efficiency in all its areas

is generating knowledge, collecting, sharing and applying it to

manage the organization with actions which generate added value

and improve the efficiency in all its areas

Improving the intellectual capital

Creating a culture of

improving and learning

Transforming the individual knowledge into

corporate competencies

Aligning the motivation

with the objectives and

corporate success

Emphasizing the role of the person as the engine of the INNOVATIONEmphasizing the role of the person as the engine of the INNOVATION

Objectives

Knowledge Management

Knowledge Cycle

COLLECTING

REPRESENTING

COMPANY Products and

services

COMPANY Products and

services

APPLYINGPUBLISHING

GENERATING

INTERNALIZING

Knowledge Management

Skills-TO KNOW HOW TO-

Knowledge-TO KNOW-

Successful fulfillment

Behaviours/Conducts-COMPETENCIES-

(way of acting and/or reacting)

Attitudes-TO WANT AND TO BE ABLE TO-

Skills Management

Definition Combination of

Knowledge, Skills

and Attitudes

which, in different

doses, result in

behaviours which

lead to the success

of the work

Definition Combination of

Knowledge, Skills

and Attitudes

which, in different

doses, result in

behaviours which

lead to the success

of the work

Development of people under the approach ofSkills Management

Catalogue of skillsCatalogue of skills

Requiredskills

Requiredskills

Existingskills

Existingskills

Development of Skills PlansDevelopment of Skills Plans

Skills Management

GAP

Changes, innovation

and creativity

Changes, innovation

and creativity

Organization and working environment

Organization and working environment

Professional development

and appreciation

Professional development

and appreciation

Resources assignmen

t

Resources assignmen

t

Listening to every group of interest

Listening to every group of interest

Worrying about people

Worrying about people

Image of the organization in

the society

Image of the organization in

the society

Personal fulfillmentPersonal fulfillment

Satisfaction of people

Communication

Communication

Conclusions

HHRR are the fundamental resources of the

organizations, as they are bearers of knowledge,

abilities, … which help the organization to hold a

place, either favourable or not, in the market.

HHRR are the fundamental resources of the

organizations, as they are bearers of knowledge,

abilities, … which help the organization to hold a

place, either favourable or not, in the market.

The culture of the organization must facilitate sharing every

kind of knowledge which implies achieving the objetives as

effectively as possible.

The culture of the organization must facilitate sharing every

kind of knowledge which implies achieving the objetives as

effectively as possible.

INNOVATION comes from knowledge

KNOWLEDGE resides in people

PEOPLE generate INNOVATION

People and organizations KNOWLEDGE and LEARNING:

DECISIVE FACTOR FOR COMPETITIVITY

Conclusions

Luisa Arana Rueda

Director- Training and Development Departmentarana@iat.es

Tfno. 95 446 80 10Fax: 95 446 04 07http://www.iat.es

C/ Leonardo da Vinci, 2Isla de La Cartuja

41092 SevillaEspaña

Thanks for your attention