kmme 2016 - botha

www.km-me.com [email protected]

SUSTAINABLE KNOWLEDGE MANAGEMENT An investment in the future….. Presented by Dr Deonie Botha KM Middle East 2016 30 – 31 March 2016

  Executive summary

  Global megatrends

  Future organisation

  Knowledge management

  Knowledge management and open innovat

  The open innovation model

CONTENT


EXECUTIVE SUMMARY The aim of this presentation is to indicate that:

  The world is characterised by a variety of global megatrends;   Global megatrends will have an impact on the nature and characteristics of the

future organisation;   The future organisation will necessitate a radically different understanding of “employees” or the workforce of the future and also the management of intellectual capital;   Knowledge management has not always been perceived as adding value to organisations;   More (but a different) focus will placed on knowledge creation and knowledge

sharing;   Industry 4.0 and the future organisation will require of Knowledge management initiatives to enable innovation in order to be sustainable;   The incorporation of Knowledge management within an Open innovation strategy and framework is a possible solution.

GLOBAL MEGATRENDS   Urbanization: mega cities, mega regions, mega corridors, smart

cities

  E-mobility

  Social trends: geo socialization, generation Y and reverse brain drain

  Virtual world: fluid interfaces and haptic technology

  Innovation to zero: zero emission technologies, zero harm, water footprint

  Robotics and autonomous systems

  Heath, wellness and wellbeing

  SPACE JAM: congested satellite orbits

  World War 3: cyber warfare and RoboSlaves

  Emerging Transportation Corridors

  Complexity science and swarm theory

 


GLOBAL MEGATRENDS

GLOBAL MEGATRENDS


FUTURE ORGANISATION

FUTURE ORGANISATION

1 It is not unusual to see a single employee working in a remote location; 2 Anytime, anywhere and on any device; 5 Employees want to be there instead of assuming they need to be there - rise of individualism; 6 New behaviours entering the workforce; 7 Ideas and innovation comes from anywhere; 8 Future organisations runs in the cloud; 9 Increasingly women will become the decision makers and consumers; 10 Communication and collaboration flows up, down, and


FUTURE ORGANISATION

11 Values of employees need to align with that of the organisation and shared through telling the stories of the organisation; 12 Use of collaborative technologies to learn from colleagues anywhere and anytime; 13 People work for things such as employee health and wellness, community involvement, sustainability and making a positive impact on the world; 14  The organisation (and the functions

with the organisation) needs to adapt to the future employee and future manager.

KNOWLEDGE MANAGEMENT

Knowledge processes:   Knowledge creation or innovation

  Capturing knowledge

  Organising knowledge

  Sharing knowledge

  Using knowledge

  Validating knowledge


KNOWLEDGE MANAGEMENT

KNOWLEDGE MANAGEMENT Knowledge management failures are attributed to: Causal Failure Factors: 1. Lack of performance indicators and measurable benefits 2. Inadequate management support 3. Improper planning, design, coordination, and evaluation 4. Inadequate skill of knowledge managers and workers 5. Problems with organisational culture 6 Improper organisational structure


KNOWLEDGE MANAGEMENT Knowledge management failures are attributed to: Resultant Failure Factors: 1. Lack of widespread contribution 2. Lack of relevance, quality, and usability 3. Overemphasis on formal learning, systematisation, and determinant needs 4. Improper implementation of technology 5. Improper budgeting and excessive costs 6. Lack of responsibility and ownership 7. Loss of knowledge from staff defection and

ti t


OPEN INNOVATION MODEL

OPEN INNOVATION MODEL


BENEFITS OF OPEN INNOVATION

  Mone�zedspillovers  Speedthedevelopmentofnewproductsandservicesandincreaserevenuesandmarket   Shorten�metomarketfornewproductsandservicesandaccelerateprofits  ReducedirectspendingonR&D  Improvethesuccessrateofnewproductsandservices  Increasedvisibilityandenablesbusinessdevelopmentefforts

  Improvedofferings  Managingrisk  Shorter�metomarketwithlesscostsandrisk

  Moreinnova�onsoverthelongterm

  Increasedqualityofproductsandservices  Exploita�onofnewmarketsopportuni�es  Increasedflexibilitytoadapttoshi�ingcommercialneeds

  Improvedabsorp�vecapacityandinnova�onprocesses

INNOVATION PROCESS


FRAMWORK IMPLEMENTATION

Thank you and questions

Dr Deonie Botha [email protected] +27 (0) 71 851 4577

kmme 2016 - botha

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