knowledge system supporting innovative learning salvatore garbellano paris, 10th july 2008
TRANSCRIPT
KNOWLEDGE SYSTEM SUPPORTING
INNOVATIVE LEARNING
Salvatore Garbellano
Paris, 10th July 2008
• Dilbert’s has a pessimistic (or cynical) point of view, but his opinion has something of true.
Today, too many programs are focused:• More on training than on learning • More on individual learning than on organizational learning• More on “old” knowledge (business as usual) than on competencies and
qualities necessaries to compete in global arena and in a so high dynamic environment
Scarce integration between (formal or informal) knowledge management system and many programs
Experiencing on the job
45%
Networking 30%
Workshops 10%
Training programs 8%
Mentoring and coaching
3%
Special assignments
2%
Manuals and instructions
2%
HOW PEOPLE DEVELOP THEIR KNOWLEDGE
Source: KPMG
In the organizations, people learn, act and develop their knowledge inside specific, professional and organizational environments
For knowledge workers, learning is embedded in creating, sharing and connectedness
1. Most learning takes place on the job2. Most learning is informal3. We learn in different ways:• Instruction• Reading and listening• Doing and observing• Trial, error, adjust and adapt• Guided and unguided4. We (may) learn from different sources• Courses and instructors• Experts• Web sites• Documents• Colleagues• Experience5. Some people are not happy to share knowledge, insights, perceptions
THE CHALLANGES FOR EFFECTIVE KNOWLEDGE SYSTEM
MULTIPLE LEVELS OF MASTERY REQUIRE MULTIPLE LEARNING STRATEGIES
EFFECTIVENESS OF LEARNING METHODOLOGIES
Book - Lecture
Case study
On the job training
Customized business game
Generic business game
“Prisoners dilemma Like” Role Play
Web 2
Social learning com-munities
New simulations
Action learning
Problem driven
enviro-
nments
Outdoor – theatre events
Knowledge: content
transfer
Application of content: ordinary experience
Emotional engagement
& accountability
CO
NT
ES
TU
AL
GE
NE
RIC
• There are no shortcuts when it comes to innovation and change
• GE's strength is not in breakthrough innovation but, it is a highly structured process that involves a mix of management training, increased exposure to outside ideas, venture capital to get “early visibility” of clever inventions, continuous funding for the development of new ideas (Immelt, 2007)
• Last, but not least, the acceptance of failure is an integral part of the effort, as long as it is “fast failing”.
LEARNING METHODOLOGIES ARE NOT ENOUGH
SOME EXAMPLES
• IBM has invited all the 330.000 employees (from the CEO to the young graduates, coming from 160 countries) and leaders from science and technology, customers, business partners, and even family members to join in a new form of collaborative innovation: Innovation Jam.
• InnovationJam was more than just a large on-line brainstorm: the main aim was to identify new market opportunities. IBM has committed up to $100 million in development funding for the best ideas that arise out of this Jam process
• InnovationJam discussions explored some of most promising areas: Going Places — Transforming travel, transportation, recreation and entertainmentFinance & Commerce — The changing nature of global business and commerceStaying Healthy — The science and business of well-beingA Better Planet — Balancing economic and environmental priorities
IBM: INNOVATION JAM (1)
The Jam takes place in two distinct phases. • During the first (Idea Generation), IBM concentrated on creating new ideas
for innovation. Over the course of 72 hours, IBM examined key dimensions of business and society along with emerging technologies to spark and build ideas and robust proposal for products, services, business processes and model innovation.
• During the second phase (Idea Refinement), IBM focused the efforts on a subset of top ideas from the first phase, to test and refine them by asking simple questions such as:
• Who might be likely to buy such a product or service? • Through what channels might it be offered? • Would existing technologies be combined to make it possible, or would new
inventions be required? • What might the societal impact of this innovation be?
IBMers rated which ones they believe have the most impact and potential for near-term success.
IBM: INNOVATION JAM (2)
1. Don’t be shy — you’re the expert.
2. Take a look around and see what’s happening first: You’ll likely find inspiration — and some healthy grounding — in the ideas already posted by your fellow Jammers.
3. Build your case with data: Supplying facts, data and trend analysis for your idea, or to support the ideas of others
4. There’s a time to think big and a time to do a reality-check: when starting out, don’t let the feasibility of your ideas stop you from expressing them.
5. Be constructive: Jamming is about building on good ideas to make them great.
Rather than criticize, improve an idea by adding to it.
6.Don’t get on a soapbox: keep in mind the goals and objectives of the Jam.
IBM: TIPS FOR SUCCESSFUL JAMMERS (3)
IBMers first “jammed” in 1998, high commitment of CEO, workshops, communications, program managers, leadership model, HR management, etc.
Why:– Activating effective processes of
communication through colleagues and a bottom up approach in selling networks
– Capitalizing on information and the knowledge within a network
Who: – Commercial VP– Participants: 600 active technical-
sales personnel of BTicino and Legrand Italia
How:– Organizational and technological
assessment– Co-design the system with
sponsors and participants– Technology set-up– Communication plan/Launching
BTICINO
BTICINO: LEARNING SYSTEM
Training
CommunicationMkting
Mkting prodotto My Home
STC
FTC
Map of training contents
Training-nuovi prodotti-lampi formativi-video/audio
Contats
Communications-news-report eventi-brochures
Map of infomation tools
Manuals -fogli istruzioni-selezione foto-piano di marketing-cataloghi
Monitoring competiitors-scontistica/prezzi-soluzioni/prodotti-promozioni
Room for creativity- nuove funzionalità su
prodotti esistenti
Tests-comunicazione tecnica-promozioni
Schede personali
Spazio creativo soluzioni-soluz.innovative di FTC My
HomeOfferte grandi lavori
Confronto tecnico e di mestiere
Defects of the products
Collana referenze
Room for training needs
Monitoring customers:-apprezzamento promozioni-apprezzamento nuovi prodotti
The Knowledge System
Data input: questionnaires ad hoc (survey online)
Construction: specific analysis tools and representation data (social maps)
Dimension of analysis
– Levels of collaboration within the network
– Sharing of information
– Wellbeing and trust
Qualitative/quantitative evaluation of:– Connections and co-existence of
networks– Central / peripheral analyses– Competencies and best practices– Levels of trust
BTICINO: THE MAIN TOOLS
illycaffe’: LEARNING FOR THE STAKEHOLDERS
Coffee producers
Employees Baristas Customers
EXCELLENCE
QUALITY
INTERNATIONALIZATION
VALUES AND SUSTAINABILITY
Knowledge management, patents, strong relationship with the cluster
LEARNING FOR BRAND BUILDING AND IDENTITY
Learning community (company leader, suppliers, customers,
sales network, etc.)
Consolidate competitive advantages Build up and reinforce network
Identity, reputation, branding
•CEO commitment•Company strategy: uniqueness•Supply chain management•Detection of key know how in the value chain•Knowledge management•Formal and informal learning processes
High codificationof knowledge
(patents)
High controlof tacit knowledge(internal trainers)
Illy Corporate University
HR MANAGEMENT: KNOWLEDGE SYSTEM AND INNOVATIVE LEARNING
Knowledge system and innovative learning can be implemented only when the companies:
• Reinforce the professional identity and sense of corporate belonging • Foster empowerment• Identify and develop talents• Foster the mobility• Promote feedback • Reward• Manage and value diversities• Balance work and life • Care for quality of life on the job• Care for employability• Create a consistent culture: risk taking, tolerate mistakes, shared value
proposition
Source: adapted by Butera
SOME FINAL REMARKS
Innovation is more than technology, innovation in business concern how we think about and do management, how we organize, solve problems, make strategy, lead people.
FINAL THOUGHT
Machiavelli argued five centuries ago that strategic success depends on two concepts:
•Virtu’: preparedness and readiness
•Fortuna: the ability to recognize opportunities and take advantage of them.
They are not innate qualities. Innovative learning does not guarantee the success, but shows what we need to do in order to achieve that goal.
