System Perspectives on KM and Innovation - In2:In and Sohn... · System Perspectives on KM and...
Transcript of System Perspectives on KM and Innovation - In2:In and Sohn... · System Perspectives on KM and...
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System Perspectives on KMSystem Perspectives on KMand Innovationand Innovation
In2:InThinking NetworkIn2:InThinking NetworkApril 2007April 2007
Jeff KincaidJeff KincaidVP of EngineeringVP of Engineering
Pratt & Whitney Rocketdyne, Inc.Pratt & Whitney Rocketdyne, [email protected]@pwr.utc.com
KihoKiho SohnSohnChief Knowledge OfficerChief Knowledge Officer
Pratt & Whitney Rocketdyne, Inc.Pratt & Whitney Rocketdyne, [email protected]@pwr.utc.com
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Intro/ Ice-breakIntro/ Ice-break
NameName OrganizationOrganization What you do at your organizationWhat you do at your organization SkillsSkills Expectations from this workshopExpectations from this workshop
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KM201 CBT, Sections 1-8 (~5 min)
KM Overview at PWRKM Overview at PWR
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KM ChallengesKM Challenges……
Num
ber o
f em
ploy
ees
Years of experience
Num
ber o
f em
ploy
ees
Years of experienceEmployee age
…Aging workforce…
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KM Challenges continuesKM Challenges continues……
… duplication on problem solving & processimprovements…
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Other KM ChallengesOther KM Challenges……
What are some of your organizationWhat are some of your organization’’s KMs KMChallenges?Challenges?
And why do you think they existAnd why do you think they exist……??
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Knowledge Recognition ChartKnowledge Recognition Chart(KR Chart)(KR Chart)
I don’t knowwhat I don’t
know
I don’t knowwhat I know
I know what Idon’t know
I know what Iknow
Know Don’t KnowK
now
Don
’tK
now
SoSo……how is it possible that company leadership does nothow is it possible that company leadership does notalways see these KM challenges?always see these KM challenges?
To illustrate this point, here is a simple quad chart.To illustrate this point, here is a simple quad chart.
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Knowledge Recognition ChartKnowledge Recognition Chart(KR Chart)(KR Chart)
I don’t know whatI don’t know
I don’t knowwhat I know
I know what Idon’t know
I know what Iknow
Know Don’t KnowK
now
Don
’tK
now
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Knowledge Recognition ChartKnowledge Recognition Chart(KR Chart)(KR Chart)
I don’t know whatI don’t know
I don’t knowwhat I know
I know what Idon’t know
I know what Iknow
Know Don’t KnowK
now
Don
’tK
now
Organizational learning
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Knowledge Recognition ChartKnowledge Recognition Chart(KR Chart)(KR Chart)
I don’t know whatI don’t know
I don’t knowwhat I know
I know what Idon’t know
I know what Iknow
Know Don’t KnowK
now
Don
’tK
now
Innovation
Knowledge-based
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Knowledge Recognition ChartKnowledge Recognition Chart(KR Chart)(KR Chart)
I don’t know whatI don’t know
I don’t knowwhat I know
I know what Idon’t know
I know what Iknow
Know Don’t KnowK
now
Don
’tK
now
KM
If we only knew what PWR already knows
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Knowledge Recognition ChartKnowledge Recognition Chart(KR Chart)(KR Chart)
I don’t knowwhat I don’t
know
I don’t knowwhat I know
I know what Idon’t know
I know what Iknow
Know Don’t KnowK
now
Don
’tK
now
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What is KnowledgeWhat is Knowledge……
With KR chart in mindWith KR chart in mind……
LetLet’’s take a look at s take a look at ““knowingknowing”” or or““KnowledgeKnowledge””
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Data
Information
KnowledgeUnder-standing
Wis-dom
Efficiency (How)Effective-
ness(What)Russell Ackoff
Doing the Right Thing
Doing the Things Right
Peter Drucker
Distilling what
Distilling what’’s needed [or useful]
s needed [or useful]
What is Knowledge?What is Knowledge?
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KM201 CBT, Sections 9-End (~15 min)
KM Overview at PWR (cont.)KM Overview at PWR (cont.)
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KM Process and ToolsKM Process and Tools
Map
Organize
Utilize
CriticalCapabilitiesRetention
CollaborationTools
Searching& Organizing
Tools
TrainingTools
CapturingTools
People
Media-based
PeopleMedia-based
KnowledgeTransactions
KM Process KM Tools
Capture
Transfer
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Preservation
Knowledge Transactions andKnowledge Transactions andSupporting ToolsSupporting Tools
People
People
Media-based
Media-based
Mentor pairing tool
capture & transfer
organize & transfertransfer & utilize
capture & organize
Collaboration tools
AskMe
Video Capturing
e-Learning AskMeLL/BP
Quindi Library
Video Capturing
e-LearningAskMeLL/BP
Quindi Library
Goldfire
Archiving
Web-based DBs
AskMeLL/BP
Standard Work
ILM
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Mitigation Plan ExerciseMitigation Plan Exercise
Refer back to the KM challenges weRefer back to the KM challenges we’’vevediscussed earlier,discussed earlier,
What are some of the solutions or plans toWhat are some of the solutions or plans tomitigate those challenges?mitigate those challenges?
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Sharing of ResultsSharing of Results
Expectations from Mitigation PlansExpectations from Mitigation Plans
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How is KM related toHow is KM related toInnovationInnovation……??
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Issues with Traditional InnovationIssues with Traditional InnovationMethodsMethods
Limited resource for Brainstorming sessionsLimited resource for Brainstorming sessions
–– Relies on subject matter expertsRelies on subject matter experts
Ideas are often rushed to solution without a throughIdeas are often rushed to solution without a throughunderstanding of the problem or task at handunderstanding of the problem or task at hand
–– Leads to subsequent reworkLeads to subsequent rework
Limited access to the needed informationLimited access to the needed information
–– Tribal knowledge buried in departmental silosTribal knowledge buried in departmental silos–– Lost due to workforce turnoverLost due to workforce turnover–– Relevant info from other scientific disciplines beyond reachRelevant info from other scientific disciplines beyond reach–– Reinvent the wheel due to lack of knowing what has alreadyReinvent the wheel due to lack of knowing what has already
been donebeen done
KnowledgeManagement
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Knowledge Base for Innovation &Knowledge Base for Innovation &Innovation to Create Knowledge BaseInnovation to Create Knowledge Base
R&D PortfolioManagement
Leveraging Assets
Innovation
Intelligence
Turn intelligence intoinnovation
Turn innovation andproduct renovation intointellectual property
Turn Information intointelligence
Semantic ProcessedKnowledge Base
New ideas frominnovation
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• Created by Genrich Altshuller (1926 -1998)
• Research began in 1940’s
Innovation TechniqueInnovation TechniqueTRIZTRIZ
• Findings began with over 200,000 patents
• Research covers over 3.1 million patents
• Russian acronym for “The Theory of Inventive Problem Solving”
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3 Key Findings3 Key Findings
1.1. Problems and solutions are Problems and solutions are repeatedrepeatedacross industries & sciencesacross industries & sciences
2.2. Patterns of technical evolution arePatterns of technical evolution arerepeated across industries & sciencesrepeated across industries & sciences
3.3. Best innovations occur when Best innovations occur when scientificscientificeffectseffects are usedare used from outside the fieldfrom outside the field where wherethe original problems were developedthe original problems were developed
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This is how TRIZ worksThis is how TRIZ works
YourYourProblemProblem
YourYourSolutionSolution
TRIZTRIZGeneralGeneralProblemProblem
TRIZTRIZGeneralGeneralSolutionSolution
Application
Knowledge-based, SystematicInnovation Methodology
Patent-based40 Principles
ScientificEffects
Evolution-basedPrediction
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After thoughtAfter thought
Please fill out the SurveyPlease fill out the Survey……
Thank youThank you……