KM Russia 2013
Moscow, November 27-28, 2013
by Madanmohan Rao
Logging in now from KM Russia 2013 in the beautiful Glasunova Gallery! Theme: Co-Creation http://kmrussia.ru/en/index.html
Vadim Shiryaev, president of SOMAR, kicks off #KM Russia 2013 in Moscow! Case studies from Russia, UK, Asia
1. Ron Young, Knowledge Associates
Opening keynote: Knowledge, Co-creation and Innovation
Co-creation is a mix of knowledge management and innovation management
Universities are being challenged now by technology and digital medium
Incubators around the world are bringing together academia and startups to create the next big tech stars
Check out KM publications from Asian Productivity Organisation www.apo-tokyo.org
1990s: Time management. 1990s: Information management. 2000s: Knowledge management. 2010: Social enterprise management
New term I learned from Ron today: “social electrons” inter-connected particles (from quantum physics)
Accountants are now trying to standardise knowledge asset audits!
Effective collaborative teams working together naturally are the key to creating new knowedge
Early view – active firm, passive consumer. Now – co-creation, customers involved from idea stages onwards
A co-creative learning enterprise is a two-way learning engine. Techs exist, models and methods need to be refined
Need of the hour is effective co-creation engagement platforms. Read the book, ‘The Power of Co-Creation’
Blend episodic and continuous learning/innovation
2. Lynn Ilon, Seoul National University
Global Knowledge Alliance www.GKAlinks.com
Change of knowledge from stock to flow to network (industrial age, information age, knowledge age)
Podcasts, Amazon. Twitter, Facebook.
Industrial age: How much is there, how much gained/lost
Information age: who has info, how fast can it be accessed, how well can it be accessed
Knowledge Age: What is the context? Can it be used in dynamic circumstances? Can it be diverse?
iii. NATURE OF KNOWLEDGE
Growth, change, range of knowledge
Adaptive, collaborative, collective knowledge
Now: social and collective creation. Knowledge is contextual and socially constructed
My Q: What are the implications of co-creation for IPR? A: “The more you give away, the more powerful you are”
3. Case Studies
Case Study I: RGD and Co-creation in Russia (Russian Railways)
(inspired by Ron Young and his co-creation model).
Aims: create new products, improve knowledge levels of staff.
Case Study II: Lukoil
KM system called SPIK (for communication and innovation)
KM aims: best practices, career building
2007: launch. 2008: portal, groups. 2009: tech teams. 2010: Portal usability. 2011: KM activities improved 2012: KM for PR, innovation
Scope of KM: refining, petrochemistry, gas processing. Strategic development, R&D, energy operations
KM components: bank of ideas and innovation, centre of goal settings, vendor assessment, questionnaires, asset management expertise
VP of Lukoil is an active blogger on the portal. Activity + competency profiles are built on the site
Lessons learned categories – industrial safety. 100 best practises developed in 2007-2012; made $200 million worth of practices
Q from PwC: What are good interaction platforms and knowledge exchange tools for tens of thousands of employees?
Q: How can blogs be used in the inter-organisational context, with customers and partners?
Q: Where are KM and social media headed, what will this do to innovation, companies and societies in the long run?
Case Study III: Elena Klimenko, PwC Russia. KM via social networks is a big part of our life now
Average age is 29 years, hence a major thrust of KM is social media
KM metaphor – more like a noisy marketplace than a solemn church!
KM aim – people engagement, client engagement, business/value growth
SPARK (KM initiative at PwC): make large company feel small, improve innovation
KM rollout – “90-day sprints” – requirements, vendor selection, rollout, education/training
We used the term ‘Wave’ rather than pilot project (has connotations that it may be dropped)
Wait till you see my “8 Cs” !!! Elena: We used a “3 Cs” framework for our KM initiative: Connect, Collaborate, Create
Social collaboration bridges productivity concerns and engagement models
KM impact areas: effective client teams, onboarding, more people engagement, idea sharing
Testimonials: KM increased team morale, form new teams quickly, unify scattered teams
KM impacts – a two-week proposal was finished in one week; a research question received 23 replies from 17 countries
RT @chris_collison Elena Klimenko explaining how #KM and their SPARK platform accelerates the integration of 40,000 new PwC employees every year.
Move from push to pull, cerntralised output to mass collaboration, corporate resources to my network
Case Study IV: DME Airport. Largest in Eastern European (passenger volume). 13K employees. Challenges – job rotation, mobility
KM challenges at DME: Not invented here syndrome. Distrust of the ideas of others and best practices.
Knowledge portal, aviation directory/encyclopaedia, Wikis, regulatory practices
Focus areas – collective cognitive resources. Expertise, brainstorming. Portal is the airfield of knowledge activity
KM @ DME and Senge models: Personal mastery, mental models, building shared vision, team building, systems thinking
Case Study V: Tatiana, St Petersburg consultancy: We were doing KM without realising it was called KM!
Some companies prohibit BYOD.
KM metrics – IC, market cap, return on assets, scorecards, ballpark
Sharing of KM best practices will improve the Russian market
4. Geoff Turner, Park Advisory
#Cocreation: firm and client work together, share knowledge and other resources, create value for both parties
KM trends – increasing use by SMEs (99% of all businesses). Flexible, remote operation (good for cloud services)
KM should align with today’s entrepreneurs: transparent, collaborative, impulsive, agile, highly driven
5. Chris_Collison, Founder, Knowledgeable
“KM, Culture and Performance: Messages for HR”
KM has many fellow travellers – personal development, OD, business improvement, innovation, etc.
Rising KM trends – datamining/visualisation, content curation, microblogging, informal networks, idea management
Hear hear! Chris: Case studies are a great way to see how KM works in practice and what’s ahead
Case studies: Sochi, Sberbank, Syngenta, Schlumberger
i. Sochi – satisfying a hunger for knowledge. Delivering on Winter Olympics (held every two years). OGKM (Olympic Games KM) extranet. Technical manuals, Observer programme, statistics, software solutions. Secondment programme – next host country joins current host country.
ii. Sberbank – the need to be ambidextrous. Get new ideas (50,000 ideas from 242,000 employees) and also value past experience. Tempting to forget valuable old lessons during the excitement of innovation!
iii. Syngenta – recognising the right behaviours. Agrichemicals MAKE award winner. TREE awards – transfer, reuse, embed, tough experience. (embed a good practice, share a difficult experience)
iv. Schlumberger – harnessing the power of networks. 100 CoPs, Eureka team for CoPs (15 years!), Schlumberger Fellow Principal. Knowledge networks accelerate time-to-competence. Alumni network keeps connects alive.
“Your entire career is your exit interview” – knowledge loss is less of an issue, CoP membership and participation is expected (intellectual + social contributions)
What stops us from sharing and learning from the past?
(1) Tall poppy syndrome – tallest poppy gets cut down
(2) Shrinking violet syndrome – ‘we have nothing to share,’ excess humility
(3) Not invented here syndrome – ‘we are unique,’ ‘we want to be unique’
(4) ‘Real men don’t ask for directions’ – we don’t want to be seen as lost. Fear of asking for help, being seen as incompetent
Ask yourself – how much hunger is there for knowledge in your organisation, do you know how to balance new ideas and old experience, what are good knowledge sharing behaviours to recognise, how would you connect KM with professional development
6. John Girard, Sagology
(via Skype): It is minus 7 degrees here in North Dakota too, just like Moscow!
Trends: A move away from the term KM. Perception – KM term is seen as too ‘business like,’ eg. by US defense departments
For US Air Force, practice of KM was more important than talking about KM or calling it KM.
Tools like Google Trends show that mentions of KM term took off when ‘info management’ was plateauing. A 2013 issue of Foreign Affairs magazine has an article on the rise of Big Data.
Strategic wargaming should be used more often by companies; execution excellence through disciplined rehearsal. Wargaming hindsight becomes business foresight
7. Case Studies from Russia
Case profile 1 from Russia:
Trust + motivation = engagement, based on shared values.
McKinsey’s “7 Ss of KM: Structure, Systems, Strategy, Skills, Style, Shared Values, Staff
At your work, do you get the opportunity to do what you do best every day? Do you get recognition for that (eg. in last seven days)?
Case profile 2 from Russia:
Dealing with 27 emotional types, within team collaboration settings
8. Perspectives from Russia
Speaker begins Day Two with the ‘Three Finger Feedback’ method for Day One presentations: thumbs up (what worked well), middle finger (what sucked), forefinger (changes for improvement)!
Speaker (from www.Marketelogi.ru) runs through list of famous tech gurus who made wrong predictions about computers, storage, etc.
Russian design/manufacturing house observes that keiretsu of Japan can also be seen as a form of co-creation.
Next opportunity for Russian SMEs: KM for entrepreneurship.
Artist communities are more open for co-creation than others like financial sector.
9. Rudolf D’Souza, InKnowWin Consulting
Co-creation: New insights, new IP, new revenue streams. Historical examples of co-creation in action – Jesus, Gandhi. Leap of faith involved. Gates Foundation is working on co-creation.
10. David Gurteen, Knowledge Cafes
Gurteen shows paintings of lectures in the old ages; are lectures the best means of teaching/learning? No more ‘death by powerpoint!’
Cafes and pubs are the settings for real learning. Knowledge cafes – format always works. People love to talk – discover their power. Shyness for speaking in public varies across the world.
Cafe formats – short PPT, trigger questions, 3 rounds of conversation by table (max 5; shuffle after one round; maybe more than 3 rounds if time permits), whole group circle. Share actionable insights.
Rules: dialogue, not debate; everyone is equal, no hierarchy; ok to just listen, or drift; no need to summarise or come to consensus.
Facilitator should not exercise too much control.
Outcome = what you take away in your head; deeper understanding of key issues; deeper understanding of each other’s perspectives; better appreciation of your own point of view; improved relationships; position to make more informed decisions
Some of my interesting cafe topics: passion; two participants were tango dancers!
Applications: to learn from each other, surfacing issues, clarification, improvement in inter-team dialogue, new ideas, staff empowerment to speak up
Impacts: overhaul work processes,
Nancy Dixon uses conversation for organisational sensemaking. “Our most effective KM tool is conversation.”
Discussion: Conversations are also about emotion; structure can help for different contexts; there needs to be follow-up to make it effective
Success factors: provocative questions. The question drives the power and learning of the conversation.
Q: So which is the most effective KM tool? A: It depends on the context!
Vadim: lunch and bar are the most effective KM techniques!
(On a large scale: ask each person what they learnt; cluster their observations)
FYI: My article on KM and “The New Conversation Manifesto”
11. My presentation on KM Successes – View from Asia
(see my books at http://amzn.to/NpHAoE)
KM has worked well for many Asian organisations:
Globalising companies (productivity, innovation)
Government agencies (knowledge retention)
Technology providers (SMAC: social, mobile, analytics, cloud)
Startups, SMEs (KM for entrepreneurship)
“8 Cs” of knowledge management: connectivity, content, community, commerce, capacity, commerce, culture, capital
Categories of metrics: activity, process, knowledge, people, business
Future scope for KM and social impacts (co-creation):
Disaster relief and mitigation
Preserving the environment
Increasing employment, livelihoods
Sustainable inclusive innovation
12. Vincent Ribiere, Bangkok:
Innovation works best along with KM; tap internal and external stakeholders. Need to create ‘ba’ like spaces and environment for nurturing such knowledge.
13. Perspectives from Russia
Speakers from Russia: “We were doing co-creation but not realising that that’s what we were doing”
Mind management & KM – tools such as PinPoint, P2M and IIOSS are useful here (see ww.RulesPlay.ru). Books present info in 2D, but the mind ‘sees’ info in 3D or beyond.
Knowledge is a good by-product of some processes.
KM should be embedded in processes and project activities, and not take hours.
Companies should devise better ways of ideas management; why is it that many people get their best ideas before/after work and not during work?
Case profile: WikiVote – co-creation through crowdsourcing
Go beyond accumulating knowledge, use it for decision making.
Framework used: OODA: observe, orient (experience, cultural traditions), decide (hypothesis formulation), act (test)
Two speakers joining from the US via Skype on Thanksgiving Day: Nancy Dixon and Larry Prusak!
14. Larry Prusak
I am pleased that Russia is having a KM conference (so do several other countries like India, Malaysia, Brasil). I am of Russian ancestry myself!
Need to accelerate how knowledge is used in organisations and society.
One of the great achievements of the last 50 years is the democratisation of knowledge.
With the end of WWII and colonial empires, the knowledge monopoly broke up. Now R&D, univs have spread around the world. No country today has a monopoly on ‘useful’ knowledge, eg. sci tech management.
“Never before have so many people know so much about so many things.”
Era of hyper-competition. For any organisation to succeed, you have to look outside also; have to have ties with the outside world. There was a time when you could have all the knowledge you needed within the organisation (eg. Ford).
You need to map knowledge inside and outside and harness them. Use specific knowledge networks.
I am going to Northern India for knowledge networks in poor areas (sponsored by big companies, NGOs, World Bank)
KM used to focus on epistemic/documentable knowledge. Know-how.
I did KM work for PeMex (Mexico) – they said they could do the deep-drilling work themselves (am not faulting them for their pride!). Reinvention is wasteful, and you may not get the best knowledge you need.
US and USSR had an intense Cold War (eg. space race, knowledge race). Now – collaboration.
Message: seek the best knowledge from outside also; co-develop knowledge. Build the capability to bring outside knowledge in. Build windows and doors, not a fortress. This is about efficiency, not just morality.
15. Ron Young on MAKE Awards
MAKE Awards were founded by Rory Chase in 1998
Vadim Shiryaev jokes – should Russia take part in MAKE Europe awards for KM, or MAKE Asia awards?
Next year MAKE Awards will come to Russia.
Eight measures: culture, leadership, knowledge-based offerings, maximising IC, collaborative environment, learning organisation, customer knowledge, organisational wealth
Delphi research methodology
Panel of around 50 experts: senior executives, KM/IC experts
Three rounds of consensus building to identify the MAKE winners:
Round 1: Nominations
Round 2: Finalists
Round 3: Winners (finalists are visited)
Metrics: shareholder return, return on assets, return on profits, return on capital employed, value added, brand value, R&D expenditure, value added