leveraging knowledge to unleash a culture of innovation the act knowledge management forum 5th...
TRANSCRIPT
LEVERAGING KNOWLEDGE TO UNLEASH A CULTURE OF
INNOVATION
THE ACT KNOWLEDGE MANAGEMENT FORUM
5TH ANNUAL CONFERENCE
David Rymer, Director Know-How Minter Ellison
October 2004
• Why Emergence as a strategy? • Applying complexity• Organisational DNA• Cultural dynamics• Innovation • Implementation models• Work in progress
OUTLINEOUTLINE
EMERGENT STRATEGYEMERGENT STRATEGY
Realised Strategy
Unrealised Strategy
Emergent Strategy
Intended Strategy
Deliberate Strategy
Henry Mintzberg: The Rise & Fall of Strategic Planning
PROBABILITYPROBABILITYDefinition:• Probability = the % of time an outcome
happens
• Event = single occurrence
• Outcome = result of an event
• Implications:
• Field multiple initiatives to mitigate potential delays/roadblocks
• Select final solution late to manage risk/turbulence
APPLYING COMPLEXITYAPPLYING COMPLEXITY
KNOW-HOW KNOW-HOW ARCHITECTUREARCHITECTURE
Know How Strategy
(Emergent)Business Drivers
Infrastructure (Elements)
Capability (Enabler)
Technology Infrastructure
(WCMS, databases, eRoom, SDX, e-work)
P & C
Collaboration
SNA
Communities
Networks
Champions
Content
Precedents
Library
Stories
Taxonomies
Client work
Commercial
Discipline
Costing
BI process
Know How Organisation
(Innovations, Know-How Operations, Divisional KHC’s)
Organisation (Facilitator)
Process
Tran’s Maps
Change Mgt
PM Reviews
Pipeline Fill
R & Recog’n
CULTURECULTURE
WHAT IS WHAT IS ORGANISATIONAL ORGANISATIONAL
CULTURE?CULTURE?Culture is:• The way work is organised and experienced• How authority is exercised & distributed• How people feel rewarded, organised & controlled• Values and work orientation • Degree of formalisation, standardisation & control• Scope for individuality, risk-taking and initiative• Emphasis given to rules, procedures and results,• Team or individual work
FOUR BASES OF FOUR BASES OF ORGANISATIONAL DNAORGANISATIONAL DNA
MINTER ELLISON = PASSIVE AGGRESSIVE
Most companies are dysfunctional!
Neilson. Pasternack, and Mendes
Booz Allen: strategy+business Winter 2003
CULTURAL DYNAMICSCULTURAL DYNAMICSTypical legal traits:• Risk averse, change resistant• Revenue focused (billable hours) • Trained to deconstruct not create• Decisions often ambiguous & not
communicated• Anti-managerial• 6 min blocks
LOUIS XIV SYNDROME
PLAY THEORYPLAY THEORY
Play Theory allows us to safely explore:• Our physical environment to learn how new
ideas and tools work.• Social interactions and the spaces in
between. (Reflecting on new experiences can help teams learn to adjust to an intervention.)
• The new, the unfamiliar and the evolving without incurring performance penalties.
In play, there are no REAL consequences
CHANGE IMPLICATIONSCHANGE IMPLICATIONS
From:• Managing things
• Single lawyer
• My way• My team
• Struggle to survive
• “Can we”
To:• Managing complexity
• Team view
• Standard portfolio
• X functional team
• Collaboration
• “Should we”
INNOVATIONINNOVATION
IDEAS ARE WILDIDEAS ARE WILD...Ideas demand:• Anticipation• Boundary spanning• Probing for fit• Seeding experience• Pilots• Prototyping• Sense making• Transferring
experience• Skunk works
APPRECIATIVE ENQUIRYAPPRECIATIVE ENQUIRY
(Ludema J.D., Cooperrider D.L. & Barrett F.J. 2001 in Reason P. & Bradbury H. (eds) Handbook of Action Research. Sage, London)
DiscoveryAppreciating
“the best of what is”
DreamEnvisioning
“what could be”
PositiveTopic
Choice
DesignCo-constructing
“what should be”
DestinySustaining
“what will be”
ITERATIVE APPROACHITERATIVE APPROACH
OPENING UP TO NEW OPENING UP TO NEW EXPERIENCESEXPERIENCES
OPENING UP TO NEW OPENING UP TO NEW EXPERIENCESEXPERIENCES
MBOT MANTRAMBOT MANTRA
Map Build Operationalise
Transfer
PROGRESS REPORTPROGRESS REPORT
Enablers include:• Futures• Emergence• Champions & advocates • Self-organising teams• Physical environment • Strategic conversations• Storytelling• Collaboration• Social networks• Reward & recognition
PROGRESS REPORTPROGRESS REPORTMinters:
?!!!
50%XX
25%50%
XX
Enablers include:• Mentoring & coaching• Implementation model• Search engine• Business process mapping & re-design• Change management• Environmental scanning• Taxonomies & thesauri• Workflow automation• Intranets• Document management
PROGRESS REPORTPROGRESS REPORTMinters:
75%25%
50%
25%
“Better to light one candle than curse the darkness.”
Ken Wilber
Futurist
