Akash Knowlge Mangmnt

7/29/2019 Akash Knowlge Mangmnt

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Innovation & Knowledge

Management


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Why this topic when we talk of

Challenges to Indian MNCs ?

If we dont manage creativity and

innovation in the areas ofIntellectual property, technology

& distribution, India will be

challenged in the market place


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A great wind is blowing and

that gives you either

imagination or a headache.

Catherine II (the Great)

Empress of Russia


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Knowledge Management

definitions

A multi-disciplined approach to achievingorganisational objectives by making the best use ofknowledge

The systematic processes by which knowledge neededfor an organisation to succeed is created, captured,shared and leveraged

The art of creating commercial value from intangibleassets


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Innovation

I am convinced that if the rate of change inside the

institution is less that the rate of change outside,

the end is in sight. The only question is timing of

the end.Jack Welch, GE.


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What is Innovation?

Innovation means renewal or alter

Prerequisite for innovation is the

dissatisfaction with the current status and an

inquisitive mind


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Defining Innovation, Creativity &

Intelligence

Innovation is using an existing idea for a

laterally different purpose or application

Creativity is doing things that has not been

done before

Intelligence is the ability to learn and think


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Demonstrated creativity examples

George de Mestral's observation of howcockleburs attach to clothingleading toinvent the hook-and-loop fastener known as

Velcro

Art Fry's development of Post-It removablenotes at 3M Corporation in 1974 Dr. SpencerSilver, another 3M scientist, had developed a

polymer adhesive that formed microscopic spheresinstead of a uniform coating, and thus was a pooradhesive that took years to set


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Managing Creativity

"If you do not know where you aregoing, you will not know when youarrive."conventional view

"If I knew what I was doing, it wouldnot be research."unorthodox view


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Managing Creativity

Instead of asking for one solution, require the Astudents to give two different methods of solvingone problem. Encourage students to find creativesolutions instead of prosaic solutions.

Give problems that are unreasonably difficult toanswer correctly, and have the students find arough approximation.

Give students problems without adequate

information; let them go to the library and find theinformation that they need.

Give more problems that ask the student to designa circuit, interpret data, design a method of doingan experiment, ...


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Managing Creativity

Assign term papers that require reading frommultiple sources, making a creative synthesis ofthe information, and finding contradictions orinconsistencies in authoritative, published works.

Occasionally assign exercises that show anincorrect solution to a problem (e.g., computer

program that contains at least one bug, electroniccircuit that will not function properly) and havethe students find the defect and suggest acorrection.

Assign laboratory experiments that allow studentsfreedom to choose techniques) and topics.

Arrange or compose music, not merely playing

music.


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Intelligence

Synthetic intelligence. The ability tocombine existing information in a newway.

Analytic intelligence. The ability todistinguish between new ideas thathave potential, and new ideas that arenot worth further work. This ability isessential to an effective allocation ofresources, by evaluating the quality of

new ideas.


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What are innovation drivers?

Innovations

Market Pull

TechnologyPush

Societydemand

Main focus: Innovations

based on own technologies

and on market knowledge

Main focus: Innovation trends

backed by governmental funds

and regulations


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What innovation model to be used?

New business opportunities

Multidisciplinary R&D projects

Start up projects

IP Strategy

IP Tactics

Innovation &

R&D Strategy

R&D Knowledge

Management

New Business

Development

Intellectual

Property

Technology teams

Cooperations (Universities, Institutes)

Innovation Forum

People exchange

IT Systems R&D

Innovation and R&D strategy

Strategic areas and technologies

Innovation pipeline

New technologies


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Thinking provides

knowledge, Knowledge

makes you great.

Dr. APJ Abdul Kalam

Honorable President of Indiafrom annual address at Saurashtra University, Rajkot, Gujarat


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What is Knowledge?

Explicitcan be codified: books, reports,journals, memos, documents

Tacitknow-how typically unwrittenExperiences and expertise gained over time

Insights and observations resulting from

discussion and collaborationOften most valuable because difficult for

competition to replicate


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Knowledge is more than knowing

Knowledge develops like a pyramid:

Data

Information

Knowledge

Wisdom

Raw & isolated facts

Organized facts, simple rules

Concepts, algorithm

Strategy, heurisitics


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Overload = Noise:

Business workers are flooded with data and

drowning in informationVolume of technical literature is overwhelming

To read one year of chemistry publication will

take 700 yrs.Biomedical literature will take 2200 yrs.


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Where is the wisdom we have lost inknowledge?

Where is the knowledge we have lost ininformation?

Where is the information lost in data?

TS Eliot in his poem The Rock


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Overloaded knowledge workers suffer:

Half of managers cant cope with data they

receiveTwo thirds said they needed high levels of

information but believed info was underutilized

Ca. 50% felt that acquiring information detractedfrom their main job responsibilities

Information overload lessened job satisfaction


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Explicit and tacit knowledge:

Physics student can write equation of a ball

propelled in space and its trajectory - this isexplicit knowledge

Basket ball player knows how to propelinto the hoop - this is tacit knowledge -experience, skill & muscle memory


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Effective knowledge management:

Deals with both explicit and tacit

knowledgeWhile explicit knowledge is copied, tacitknowledge is not

Prefer tacit knowledge based projects forsustained success


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Who do you hire?

Worker who knows how to operate a machine but

does pick up new skills?

One who knows how to learn independently butnot familiar with the machine?

Your brand of machine will change !!!Skills are easier to acquire than attitude !!!


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Another way to look at KM

How group of people make themselves

collectively smarter

While training educates individuals, KM

educates the entire organization


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Early knowledge management system

Beehive - every spring day, hundreds of

bees sortie forth in quest of honey. One of

the emissaries locates a promising patc, he

flies back and does a jigunique 8 figure

dance. This angle of figure 8 tells rest wherethe patch of flowers are


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The Role of Knowledge

The creation, diffusion and use of

knowledge have become the vital

ingredient in economic growth and

change. The innovation-driven

economy builds upon these

processes. (OECD, 2002)


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1. Connectivity is the issue - sharing of info &

knowledge will follow

2. Its a solution - must be good for our problems3. Ubiquity, access, any time, any place is always

needed

4. Its available, I need it

5. We can talk KM with no reference toorganizational issues

knowledge management mythology


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6.If we ask people what they want, they will tell us andwe will know what to do

7. KM is corporate information services + an expensiveportal + a new VP or CKO

8. We can talk and understand & fully realise KM withno reference to traditional knowledge disciplines

9. KM is now an old, mature concept; there are

sophisticated packages available10. Amazon.com is a bookseller

knowledge management mythology


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Organizational conditions for KM

Trust

Confidence

Credibility

Direct connection knowledge

acquisition/sharing - reward

professionals = ambassadors or bosses

Systems support


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Why manage knowledge

Enables effective and timely decision-

making

Fosters creativity & innovation

Enhances communication

Supports culture of learning, customer-

focus, and moving from good to best


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The Tacit Knowledge Problem

Unique properties of Knowledge

Access to people and their ideas, and

expertise

Not all knowledge easily codified

Trust

Community contextPeer rating feedback also important


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Managing knowledge

Knowledge has become the key to success,it is simply to valuable a resource to be leftto chance(Wenger)

Knowledge management (KM) is :

A trans-disciplinaryapproach to

improving organisational outcomes andlearning, through maximising the use ofknowledge

C i i l C f KM


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Critical Concepts for KM

Whats to Manage?

Organisational information

Organisational knowledge

Individual knowledge


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A KM interpretation

Recognizing the value of knowledge in decisionmaking and innovation

Developing a culture of challenge existingbeliefs and ways of doing

Embracing new knowledge -use the specializedknowledge of experts

Looking for patterns and trends in informationand processes


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Paradoxes of KnowledgeUsing knowledge does not consume it but

it does get obsolete.

Transferring knowledge does not lose it but

market mechanisms allow ownership.

Knowledge is abundant, but the ability to use it is

scarce.

Producing knowledge resists organisation.

Much of it walks out the door at the end of the day.


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The Challenge of Knowledge

Management

Not only of how to develop new knowledge, BUT

how to locate and acquire others knowledge how to diffuse knowledge in your organisation

how to recognize knowledge interconnections

how to embody knowledge in products

how to get access to the learning experiences ofcustomers


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looking at key elements

people

processes

technology


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Establish effective information capture and

management systems & processes

The KM Journey - the Fivefold Way

Identify/map organisational & individual knowledge

capabilitiesyour knowledge asset register

Codify knowledge where possible, but dont discard

non-codifiable (tacit) components

Nourish a culture that supports and rewards

knowledge sharing Promote individual knowledge development

AND THEY ALL INTERACT!


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Intellectual Property

Steady Growth in patents and trademarksLicensing IP as part of smart Intellectual AssetManagement

Case Example: Yet2.com( recently acquired by Scipher)

http://www.european-patent-office.org/tws/tsr_2000/31demand.htm


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What are the challenges?

attaining understanding & commitment

developing trust across the organisation

addressing the people and cultural issues

not allowing technology to dictate KM

have a specific business goal for KM

quantify the up-front and in-service costs and benefits

measuring performance

considering regulatory requirements, best practices,guidelines

leadership

integrating KM across the organisation


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Who is involved

Knowledge management is everyonesresponsibility.

leaders need to demonstrate a vision for the

organisation and actively support knowledge

management initiatives

managers need to support knowledge workers

and provide environments conducive to

knowledge sharing and creation knowledge workers need to share knowledge

with each other and ensure that their knowledge

management work is visibly linked to

organisational objectives


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Introduction

Innovation is more than a good idea

It is the process that takes a good idea,

improves it and implements it.

Purpose

Commitment

Ability

Support


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Are we open to new ideas?

Is your company open and receptive to new ideas?What happens when someone comes up with an

idea?

What sort of reaction do new ideas get form the

rest of the organisation?

We tried all that before, It is tooexpensive,

Let us see some famous impulsive remarks


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Famous Remarks

On the Microchip:But what is it good for?

Engineer at Advanced Computing Systems Division of

IBM 1968

Home PC:

There is no reason anyone would want a computer

in their home

Ken Olsen, President, Chairman and Founder of Digital

Equipment Corp, 1977

Memory

640K is ought to be enough for anybody

Bill Gates, 1981


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Famous Remarks

Telephone:This telephone has too many shortcomings to beseriously considered as a means of communication.This device is inherently of no value to us

Western UnionInternal memo

Radio

The wireless music box has no imaginable commercialvalue. Who would pay for a message sent to nobody in

particular

David Sarnoffs associates in response to his urgings forinvestments in the Radio in the 1920s

Talking Pictures

Who the hell wants to hear the actors talk?

HM Warner, Warner Brothers,1927


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Famous Remarks Beatles

We dont like their sound, and guitar music is on theirway out.

Decca Recording Corporation, rejecting Beatles, 1962

Airplanes

Heavier-than-air Flying machines are impossible

Lord Kelvin, President, Royal Society , 1895

Airplanes are interesting toys but of no military value

Marechal Ferdinand Foch, Professor of Strategy, Ecole

Superieure de Guerre

Oil

Drill for Oil ? You mean drill into the ground to try andfind oil? Youre crazy

Drillers whom Edwin L Drake tried to enlist to his project


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Getting Innovation started

Innovation is like juggling. The organisation needs tofocus on purpose, commitment, ideas and support

Most companies are not short of ideas. What they lack

is the commitment of others, the weight required to

overcome the obstacles Innovation needs people who think in different ways

People who are good at problem solving and analysis

People who are capable of following hunches and

convert them into ideas People who are capable of implementing them

Innovation will fail if it is left to a creative few


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Create thinking space: What is the best surrounding one likes to think. Try to

bring it into the office ( provided they fit the professional

culture)

Bring in Colour in the meeting rooms

Climb the ladder:Top Rung How do I make the organization more innovative

One rung down How do I Make my division more innovative

Third rung How do I make my team more innovative

Fourth rung How can I be more innovative

Fifth rung How can I implement one new idea?

The idea process


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Tools of the Trade-Exploring

Brainstorming

Best in groups

Get the maximum number

Do not evaluate ideas before the session finishes

Clearly stated problem

One person to jot the ideas

Mixing Metaphors

Have something in mind that you want ideas about

Pick an object to use as a metaphor

List all characteristics of the object

Stop and think about each characteristic

If they give any ideas, list them

Use another object if you want more ideas

A i h Id


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Acting the Idea process

Selecting the ideas with the greatest potential

Developing them further and modifying them

Being very clear about the final shape and what it will

look like

Well-thought-through Plan for turning the idea into

reality

Walking Back

1. Just imagine

2. Take one step backwards

3. Keep walking backwards or catch it by the tail

S


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Support

Is the key to success of innovation Example: standing in a an election

Ticket, media campaigns, promotional material,

fundraising schemes, volunteers from the party

It is only people you know who will support your ideas

In Politics, the best candidate does not always win,

but the best supported candidate

What we should we stop, what we should start and

what we should continue to do to foster innovation


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Support

Improve company memory Too many good ideas are lost before they see the light of the day

We should keep a record of the ideas. They may be full of stuff

with little value but some gems may be hidden!!!

Give people time

Risk taking ability to be fostered

People should enjoy the innovation process

Networking ability

Be good at remembering faces and names

Make yourself available to others Ask for help from coworkers and not managers

Become aware of the informal communication channels


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Celebration and Rewards

Publicity and celebration of success are key to promote

the innovation process

Recognition is the key to motivate the people.

Apart from tangible rewards, recognition is also a very

nice way of recognition


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If everything is under controlyou are just not driving

fast enough


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Akash Knowlge Mangmnt

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