Athens, 14 September 2007
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Transcript of Athens, 14 September 2007
Athens, 14 September 2007
Moving from traditional
working methods to a
culture of information
sharing Luisa Arana Rueda
Director - Training and Development Department
" I ngeniería y Gestión del Conocim iento"Centro Tecnológico
AGRICULTURAL AGRICULTURAL AGEAGE
INDUSTRIAL AGEINDUSTRIAL AGE
Work
Land
Capital
Knowledge
Work
Land
Capital
Knowledge
Work
Land
Capital
Knowledge
AGE OF KNOWLEDGEAGE OF KNOWLEDGE
The age of Knowledge
New customers New suppliers New competitors
Market globalization
INDUSTRIAL AGEINDUSTRIAL AGEAGE OF KNOWLEDGEAGE OF KNOWLEDGE
New products Flexibility in Production lines Automation of works New services
Technological development
Product to be managed Foreign currency
Amount of available information
AGRICULTURAL AGRICULTURAL AGEAGE
The age of Knowledge
Learning faster than the competitors (intangible assets) =the only long-term sustainable competitive advantage.
The age of Knowledge
Speed of changes in the environment
Availability to access the information
(continual innovation to meet such a competitive environment)
(market without borders, new markets, new competitors)
New products and services
Globalization of the economy
Common behaviour pattern, followed by every person and group making up an organization, which favours:
Finding, specifying, distributing Knowledge
Applying knowledge
Organizational learning*
New Corporate Culture
* The organizational learning is the process by which the organizations transform information into knowledge, spread it and exploit it to improve their innovative and competitive capacity
* The organizational learning is the process by which the organizations transform information into knowledge, spread it and exploit it to improve their innovative and competitive capacity
Env
ironm
enta
l R
equi
rem
ents ValuesValues
BeliefsBeliefsPoliciesPoliciesPrinciplesPrinciplesNecessitiesNecessitiesExpectationsExpectations
RulesRules
Ways of Ways of thinkingthinkingfeelingfeeling
BehavioursBehaviours
Results
Corporate Culture
Strategy Structure Systems Management style HHRR policy
Strategy Structure Systems Management style HHRR policy
LearningLearning
“Learned way of perceiving, thinking and feeling, sharing and transmitting” (Schein, 1984)“Learned way of perceiving, thinking and feeling, sharing and transmitting” (Schein, 1984)
Limited distribution of information
Vertical and hierarchical structure
Responsibility associated to the direction
Based on Rules
Aversion to risk
Specific training plans
Retaining Knowledge
Low cultural awareness
Broad distribution of information
Horizontal, agile, dynamic structure
Shared responsibility
Based on Principles
Tendency to assume risks
Continuous learning policy
Sharing and using knowledge
Organizational culture receptive to the environment
Individual management Participating management
Leadership based on hierarchy Leadership based on skills
Limited internal communication Continuous and clear communication
New Corporate Culture
Culture centred on the development and comfort of the personCulture centred on the development and comfort of the person
Knowledge Management
Skills Management
Satisfaction of people
New Corporate Culture
is a new management model which involves all the members of
an organization, based on basics pillars such as:
Knowledge Management
HHRR Management Information Management Use of ICT
is generating knowledge, collecting, sharing and applying it to
manage the organization with actions which generate added value
and improve the efficiency in all its areas
is generating knowledge, collecting, sharing and applying it to
manage the organization with actions which generate added value
and improve the efficiency in all its areas
Improving the intellectual capital
Creating a culture of
improving and learning
Transforming the individual knowledge into
corporate competencies
Aligning the motivation
with the objectives and
corporate success
Emphasizing the role of the person as the engine of the INNOVATIONEmphasizing the role of the person as the engine of the INNOVATION
Objectives
Knowledge Management
Knowledge Cycle
COLLECTING
REPRESENTING
COMPANY Products and
services
COMPANY Products and
services
APPLYINGPUBLISHING
GENERATING
INTERNALIZING
Knowledge Management
Skills-TO KNOW HOW TO-
Knowledge-TO KNOW-
Successful fulfillment
Behaviours/Conducts-COMPETENCIES-
(way of acting and/or reacting)
Attitudes-TO WANT AND TO BE ABLE TO-
Skills Management
Definition Combination of
Knowledge, Skills
and Attitudes
which, in different
doses, result in
behaviours which
lead to the success
of the work
Definition Combination of
Knowledge, Skills
and Attitudes
which, in different
doses, result in
behaviours which
lead to the success
of the work
Development of people under the approach ofSkills Management
Catalogue of skillsCatalogue of skills
Requiredskills
Requiredskills
Existingskills
Existingskills
Development of Skills PlansDevelopment of Skills Plans
Skills Management
GAP
Changes, innovation
and creativity
Changes, innovation
and creativity
Organization and working environment
Organization and working environment
Professional development
and appreciation
Professional development
and appreciation
Resources assignmen
t
Resources assignmen
t
Listening to every group of interest
Listening to every group of interest
Worrying about people
Worrying about people
Image of the organization in
the society
Image of the organization in
the society
Personal fulfillmentPersonal fulfillment
Satisfaction of people
Communication
Communication
Conclusions
HHRR are the fundamental resources of the
organizations, as they are bearers of knowledge,
abilities, … which help the organization to hold a
place, either favourable or not, in the market.
HHRR are the fundamental resources of the
organizations, as they are bearers of knowledge,
abilities, … which help the organization to hold a
place, either favourable or not, in the market.
The culture of the organization must facilitate sharing every
kind of knowledge which implies achieving the objetives as
effectively as possible.
The culture of the organization must facilitate sharing every
kind of knowledge which implies achieving the objetives as
effectively as possible.
INNOVATION comes from knowledge
KNOWLEDGE resides in people
PEOPLE generate INNOVATION
People and organizations KNOWLEDGE and LEARNING:
DECISIVE FACTOR FOR COMPETITIVITY
Conclusions
Luisa Arana Rueda
Director- Training and Development [email protected]
Tfno. 95 446 80 10Fax: 95 446 04 07http://www.iat.es
C/ Leonardo da Vinci, 2Isla de La Cartuja
41092 SevillaEspaña
Thanks for your attention