knowledge based organisation
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Knowledge Based Organization
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“Know your KBO”
• Technology Research Group Research Analisys of info tech harware, software and services industry
• Holcim Ltd Cement production
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© Claude Monet | Cathédrale de Rouen, 1892-94
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Caratteristiche di KBO
- Process : attività all'interno di un'organizzazione
- Purpose: missione e strategia dell’organizzazione
- Prospective : visione del mondo e della cultura che influenzano e vincolano le decisioni e le azioni
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Hybrids
• External: scambi di mercato con infusione di elementi di controllo gerarchico
• Internal: forma gerarchica con infusione di elementi di controllo di mercato
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Oticon and the Spaghetti Organization
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Lars Kolind 1988-1998
Spaghetti organization =internal Hybrid radicale
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“Cogitate Incognita”
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“Cogitate Incognita”“Think the Unthinkable”“Pensare l’impensabile
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Obiettivo
• Creare un’azienda in cui le persone siano libere di crescere professionalmente e diventare più creative, orientate all’azione e più efficienti
• Progetto 330 = Aumentare la produttività del 30% entro 3 anni
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Cambiamenti struttura
• Fisica : - Spostamento del quartiere generale; - Disegno dell’ufficio (lay out)
a. Abolizione della scrivania personale b. Bar messi strategicamente negli spazi aperti e comuni favorendo il knowledge sharing c. Abolizione della carta
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Cambiamenti Struttura
1. Organizzativa- Struttura piatta e orizzontale basata sui
progetti- 10 manager = comitato prodotti e
progetti- Multi-Job
a. Incoraggiamento a lavorare fuori la specializzazione
b. Maggior flusso di conoscenze
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Controllo di mercatoComplementarietà
1. Sistema dei progetti 2. Struttura di retribuzione/paga 3. Partecipazione con azione/opzione
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Sistema informativo
Implementato per facilitare la flessibilità organizzativa e tecnologica aumentando il facile flusso d’informazione per la l’innovazione di nuovi prodotti/servizi.
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Flessibilità al cambiamento
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Risultati
1. Nuovi prodotti (15 in 2 anni i 5 anni prima=0)
2. Flusso di knowledge3. Arriva al primo posto nel settore
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Problemi
1. Knowledge withholding (non condivise)2. Interventi selettivi3. Allocazione di risorse attraverso attività d'influenza4. Crescita di incertezze togliendo incentivi e motivazione5. Mancanza di limiti al # di progetti in cui si poteva
partecipare 6. Problemi di coordinazione7. Schemi di remunerazioni non sufficientemente precisi 8. Sacrificio/spreco di specializzazione
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Spaghetti organization II
• Products and Projects Committee Competence Center
• Struttura organizzativa a matrice Bottom>>Up Top>>Down• Ritorno alla Specializzazione • Payscale Regime • Career Oportunity (neo-tradizionale)
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“Nessuno può resistere; la confidenza è la cosa migliore che un manager può dare al suo dipendente e sicuramente attiva la creatività”
Lars Kolind
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Bibliografia
• Nicolai J. Foss - Strategy, Economic Organization, and the Knowledge Economy
The Coordination of Firms and Resources – (Oxford University Press 2006)
• Zack, Michael H. - WHAT IS A KNOWLEDGE-BASED ORGANIZATION? - Organizational Learning and Knowledge - (5th International Conference Friday, 30th May – Monday, 2nd June, 2003)
• Lars Kolind – “Think the Unthinkable”- The Oticon Revolution (Focus on Change Management – 3 Aprile 1994)