Juhani Antilla's Keynote Address

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Knowledge-based business- integrated quality management April, 2010 Juhani Anttila Academician, International Academy for Quality (IAQ) Venture Knowledgist Quality Integration Helsinki, Finland [email protected] , www.QualityIntegration.biz These pages are licensed under the Creative Commons 3.0 License http://creativecommons.org/licenses/by/3.0 (Mention the origin)

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Transcript of Juhani Antilla's Keynote Address

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Knowledge-based business-integrated quality management

April, 2010

Juhani AnttilaAcademician, International Academy for Quality (IAQ)Venture Knowledgist Quality IntegrationHelsinki, [email protected] , www.QualityIntegration.biz

                                    These pages are licensed

under the Creative Commons 3.0 License http://creativecommons.org/licenses/by/3.0

(Mention the origin)

2

Juhani Anttila, Independent ExpertIndependent expert, Venture Knowledgist

• Expertise of more than 40 years in the field of quality • 35 years at different quality related positions at Telecom Finland and Sonera Corporation• Several decades’ involvement with international and national standardization of quality,

reliability, information security and telecommunications• Many years Assembly Representative and Vice President of the European Organization

for Quality (EOQ)• A founder and developer of the Finnish National Quality Award, Developer and assessor

of the European Quality Award• International Academician for Quality (Member of the International Academy for Quality)• Honorary Member of the Finnish Society for Quality • Board member or chairman in some companies• Expert adviser in several organizations in quality management, dependability

management, information security management, crisis management and social media, and lecturer in some universities

• Expert in projects in some developing countries • Contributing by writings, lectures, and speeches globally on five continents

3678x/3.3.2010/jan (Ref.: http://www.qualityintegration.biz/contacts.html )

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Our organization’squality management

approach

Business Performance Excellence: Satisfaction of all interestedparties (stakeholders)

General national and international

quality trends

Great teachers

Benchmarkingand world class best practices

IS0 9000 standardizationand business

excellence models

Quality Management Methodologybased on the best knowledge

Interested parties

Recognized knowledge basisfor any organization’s qualityrealization:

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Business requirements for an organization’s quality management approach

1. Integration: – Implementing effective / efficient and business-

relevant quality principles and methodology embedded within organization’s normal activities of strategic and operational management

2. Responsiveness:– Being able to adjust quickly to suddenly altered

external conditions, and to resume stable operation without undue delay

3. Innovation: – Striving continuously for new organization-

dedicated innovative and unique solutions and encouraging various choices for quality management in different organizations.

Quality management Quality of management

Standard approach An organization’s unique approach

Dynamic and flexible business management

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Challenging towards modern quality management = quality of management

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ORGANIZATION’SMANAGEMENT

APPROACH

Clear understanding of the guiding ideas,

concepts, and principles

Effective innovative

management infrastructure

Effective management

tools

Excellence in performance and sustained success

Given

“Im

plica

te O

rder

(Ref.: P Senge)

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Management of an organization is particularly related to managing organizational information / knowledge

Procedure document, standard, operational model, recorded operation, factual knowledge, etc. (explicit issue)

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Reality of the issue in the minds of the individuals and in the practical operations(implicit / tacit contents of the issue)

– This part is the most significant regarding to the actions for the issue realization.

– The contents may change due to time and situation and depending on influences and learning.

Conscious

Sub-conscious

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Empirical fact-based information and inherent knowledge are needed for successful management

Measuring

Data

Analysing

Information

Reflecting and decidingIntervention

Plan / Act

Effects

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Knowledge- explicit records- tacit knowledge(know-how, competence)

The performance reality of the company business processes

A P

DC

...

Wisdom- myths- values

”Ba”

Environments

Facts

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“Ba” as a shared context in motion

Knowledge

2690/14.2.2006/jan (Ref.: Nonaka)

Individualcontext

Individualcontext

Shared context

Ba:(originating+dialoguing+systemizing+exercizing) Ba = A shared space for

emerging relationships

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Role of leadership and language in organizations

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An organization is a living organism. It is a set of conversations among people.

Language is the defining environment in which an organization lives. It is how those in the system reach agreement. Language is a medium for organizational growth and change.

Narrowing language increases efficiency. A common shared language helps the organization arrive at decisions more efficiently.Narrowing language increases ignorance. Constrained by a limited vocabulary, the organization becomes unable to adapt to fundamental changes in its environment. Unable to change, the organization eventually declines. Ignorant of our own ignorance, we cannot ask questions outside our own language experience.

It is possible for an organization to learn and grow only if it creates conditions that help generate new language. Using new language, an organization may create new paths to productivity, and regenerate itself.

The conversations necessaryfor generating new opportunitiescome from outside the organization,from the language that has a different history. (Networking!)This is often technically and intellectually demanding and,consequently, often dismissed.

(Ref.: Sun, The little grey book)

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Networked communities (*)

3329/1.3.2010/jan (*) http://en.wikipedia.org/wiki/Community_of_practice

Etienne Wenger

"A person starts to live when he can live outside himself." Albert Einstein

Community of practice

Community of interest

Community of action

Community of context

Communities of circumstance

Communities of position

Communities of purpose

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“Community of Practice”

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Communities of practice are groups of people who share a concern or a passion for something they do and learn how to do it better as they interact regularly. The community may include business practitioners, researchers, authorities, professionals, and amateurs.

Ref.: http://www.ewenger.com/theory/communities_of_practice_intro.htm

Communication within communities of practice takes place principally via social media applications.

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Strong network actors (hubs) keep a network alive and quality of the network grow it.

Networks compete with each other and one with highest quality wins.

Individual actors or small entities may sporadically (according their own decisions) liberate from or join with the network. Network is however robust, and particularly strong hubs keep it together.

It is network member’s own responsibility to keep actively him/her as a network member otherwise he/she drops out of the network. To be successful brand yourself and sell your value on the network.

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The knowledge-conversion process:Tacit Explicit

Knowledge conversion process, SECI:

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Tacit Tacit

Taci

t

ExplicitExplicit

Taci

t

ExplicitExplicitSocialization

S Externalization

E

CCombination

IInternalization

ConsciousSub-conscious

Explicit

Tacit

Knowledge

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Participating and in collaborating in networks effectively and efficiently

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Degree of connectivity

among network members

Degree of interactivity

between network members

Degree of sharing

knowledge within

the network

0 0

m m

LowPersonal

High

Community

Target: Highly effective

collaborating in networks

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Existing communication

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Email- Good in one-to-one communication- Not good in network communication

Web pages- Good in one direction passive communication but not in network communication

Telephone, SMS- Good in acute one-to-one communication- Difficult to reach people, disturbing- Expensive

Physical meetings- Nenessary for networking- Expensive, not effective- Difficult to arrange

Publications, documents- Passive information distribution, not effective

Do we need more effectiveness, efficiency, and transparency in our community communication to support collaboration?

Collaborating community

“Markets” Stakeholders

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Supporting knowledge work

3529/2.3.2008/jan (Ref.: www.dicole.fi )

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New IT* supported information/knowledge-intensive business operations

3514/20.1.2010/jan (*) IT = Interactive Technology

New integrated and effective solutions:

• Portal solutions, integrated information technology solutions(sustaining technology):

– Complicated– Difficult to use and maintain– Expensive

• Interactive technology solutions: Collaborative groupwork and social networking infrastructures, Web 2.0, Enterprise 2.0, RTE - Real Time Ecosystem(disruptive technology):

– Simple – Easy to use– cheap, or free of charge

(open source)

TOP DOWN:FOCUS ON

TECHNOLOGY

BOTTOM UP:FOCUS ON

PEOPLE

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Human inside

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General net communities

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Academici - Trusted knowledge network of colleaguesEcademy - Business networking, connecting business peopleFaceBook - Network of friendsFast Pitch - Professional social network for businessLinkedIn - Social network of professionals to exchange information, ideas and opportuntiesNing - Social platform for the world's interests and passions on line Naymz - Professional network for advancing careerPlaxo - Dashboard for friends, family, and business contactsRyze - Facility to make connections and grow different networksSocializr - Online invitations, party planning, and event sharingTwitter - Service for friends, family, and co–workers to communicate and stay connectedUNYK - Managed contactsViadeo - Business contacts and communities Xing - Professional networking globallyYouNoodle - Bring together the information, people and technology that help startups

QuickTime™ ja pakkauksen purkuohjelma

tarvitaan elokuvan katselemiseen.

QuickTime™ ja pakkauksen purkuohjelmatarvitaan elokuvan katselemiseen.

QuickTime™ ja pakkauksen purkuohjelmatarvitaan elokuvan katselemiseen.

QuickTime™ ja pakkauksen purkuohjelma

tarvitaan elokuvan katselemiseen.

QuickTime™ ja pakkauksen purkuohjelma

tarvitaan elokuvan katselemiseen.

QuickTime™ ja pakkauksen purkuohjelmatarvitaan elokuvan katselemiseen.

QuickTime™ ja pakkauksen purkuohjelma

tarvitaan elokuvan katselemiseen.

QuickTime™ ja pakkauksen purkuohjelma

tarvitaan elokuvan katselemiseen.

QuickTime™ ja pakkauksen purkuohjelma

tarvitaan elokuvan katselemiseen.

QuickTime™ ja pakkauksen purkuohjelma

tarvitaan elokuvan katselemiseen.

QuickTime™ ja pakkauksen purkuohjelma

tarvitaan elokuvan katselemiseen.

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QuickTime™ ja pakkauksen purkuohjelma

tarvitaan elokuvan katselemiseen.

Social web is developing

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Is your organization already implementing Enterprise Web 2.0?

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It's likely that your organization is already using Enterprise Web 2.0 technologies in some way. But make sure you are getting the most from Web 2.0 in order to help you plan your Enterprise Web 2.0 strategy: • McKinsey: Over 80% of enterprises plan to use Web 2.0 technologies for better interactions with customers, partners and employees.• The Wall Street Journal: About 20% of companies use mashups in one form or another and, over time, mashups will become so intuitive non-technology users will be building them. • Economist: Serious business: A perspective on Enterprise Web 2.0, and how Web 2.0 goes corporate and organizations are taking advantage of it. • IDC: The Hidden Costs of Information Work. Information tasks are central to today’s organization’ and organizations that give information workers adaptive, enabling technology can gain great competitive advantage. • BusinessWeek: When Companies Do the Mash’. Corporations are jumping onboard the trend of mixing and matching information from different sources.

(Ref.: A study in 2007: http://www.jackbe.com/resources/business_users.php)

Very often, however, business leaders or IT departments are

obstacles for the use of social media and Web 2.0 applications

in organizations.

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1. Create and maintain a corporate Facebook page to serve for marketing and recruiting.2. Establish and operate blogs for all customer- or member-facing divisions.3. Offer free web-enabled telephone conferencing services to customers. 4. Create and maintain a CEO blog. 5. Establish and operate wikis to create and share “best practices” information. 6. Partner with a professional organization to develop a podcast based lesson series

offering continuing education. 7. Develop and implement training processes on how to employ dedicated blogs in support

of project management. 8. Create and publicize a network of experts within the organization who can be consulted

on business specific topics.9. Establish a secure company wide social bookmarking system to support the tagging and

sharing of internal and external information sources. 10. Develop a corporate policy and training program on information security and privacy. 11. Create and test a plan to employ social media and social networking in crisis situations. 12. Create and implement a competitor monitoring system to track competitor activities on

blogs, social networks, public wikis, feed subscription services, and social bookmarking.

(Ref.: Dennis D. McDonald)

Social media initiatives for developing a business-aligned social media & social networking strategy

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Collaborative knowledge work environment, “KWE”, for a business community (Web 2.0)

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Community-members’ information and profiles (Net-working)

Links to: • Other tools (calendar, to-do list, diary, Skype, virtual meeting room, etc.)• Social utilites• Legacy IT systems of the organization• Administration of the IT environment• Web pages and documents

Additional features or possibilities: • Sub-groups • Tagging• Discussion forums• Aggregators (RSS feeding)• Mashups

Common shared knowledge-base accumulated and updated by the community-members (Wiki)

Knowledge feeds from community-members' findings, observations, and reflection, and comments (Blog)

QuickTime™ ja pakkauksen purkuohjelmatarvitaan elokuvan katselemiseen.

QuickTime™ ja pakkauksen purkuohjelmatarvitaan elokuvan katselemiseen.

QuickTime™ ja pakkauksen purkuohjelmatarvitaan elokuvan katselemiseen.

Published presentations etc. (Media)

QuickTime™ ja pakkauksen purkuohjelmatarvitaan elokuvan katselemiseen.

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Knowledge creation and distribution tools in the knowledge work environment (KWE)

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Sharing information(Blogs)

Feeding information(Aggregators)

Participants collaborate in the process to createnew knowledge

New knowledge artefacts

Conversing (Forums)

Reflecting and contributing (Blogs)

Collecting knowledge assets (Wiki)

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It is up to you!

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”No gate on the high way,thousands paths merge with it.Passing its entranceyou’ll move freely heaven and earth.”(*)

(*) Wu-men 1183-1260

... and the rich become richer in networks!

Many possibilities are competing for your time.