Driving K-based Change: A Hybrid of Western/Eastern Approaches

Transcription

1 APQC KM Conference BEYOND KM: THE ROAD TO KNOWLEDGE-DRIVEN EXCELLENCE- Driving K-based Change: A Hybrid of Western/Eastern Approaches 2012 NAOKI OGIWARA, The World Bank April 26th, 2012 Naoki Ogiwara Senior KM Officer Financial and Private Sector Development The World Bank

2 Agenda Introduction: East/West KM Experience Oriental KM Focuses Key concepts and elements Actual case: Japanese chemical company East meets West: Future Center History, key concepts and elements Actual case: Governmental agency and Private Bank in European countries Implication: why we need the hybrid approach and how it works? 2012 NAOKI OGIWARA, The World Bank -1-

3 Introduction: KM Consulting at KDI, Japan ( ) Global KM Research Network (Knowledge Innovation Research Organization) (American Productivity & Quality Center) (Strategic Practices Group) Carla O Dell Susan Stucky Ikujiro Nonaka Noboru Konno Francis Duffy Babson Working Rory Chase Knowledge Tom Davenport 2012 NAOKI OGIWARA, The World Bank -2- Larry Prusak IDEO Tom Kelley

4 Introduction: Global KM Benchmarking ( ) How to Start up KM Successfully < US > Buckman Laboratories BP Northrop Grumman World Bank < Japan > Askul Kao Nippon Roche PWCC Recruit Sumitomo 3M Toyota Motor Using KM to Drive Innovation < Europe > Cap Gemini Ernst & Young European Commission Siemens Skandia Unilever Xerox Global Services < Japan > Chiba COOP Eisai Honda Motor Japan Gore- Tex Mayekawa MFG Methodology of Innovation < US > Cisco Systems IDEO NASA JPL Northrop Grumman parc < Japan > Askul St. Luke Hospital Pfizer Japan Toyota Motor Value Creation from Customer Knowledge < US > Accenture APQC Buckman Laboratories IDEO Schlumberger Steelcase < Japan > Brother Industries Oriental Land Recruit Shiseido 2012 NAOKI OGIWARA, The World Bank KM for Social Innovation < Europe> ABN AMRO Danisco Danish Government Daimler Chrysler Holcim Royal Dutch Shell Siemens Twynstra WI < Japan > Benesse Style Care Osaka Gas Sony Hamamatsu Photonics Incs MUJI Knowledgebased Innovation < US> Best Buy Defense Intelligence Agency NASA 3M World Bank < Japan> IBM Japan Migakiya Syndicate Sharp Suntory Drawing Out K-Workers Creativity < US> Booz Allen Hamilton Capital One Cisco Systems Gensler IBM IDEO < Japan> Denso Mirai Industry Samsung Japan Recruit Agent

5 Our View: KM Focus has been expanding KM 1.0 Information Sharing Focus: Explicit Knowledge Enabler: IT-based Knowledge Repositories - improve productivity KM 2.0 KM 3.0 Knowledge Sharing Focus: Tacit Knowledge Enabler: Communities of Practices Knowledge Creation Focus: New Knowledge Creation Enabler: Collaborative Workplace and Dialogue Methodologies - improve effectiveness - drive innovation - solve complex problems 2012 NAOKI OGIWARA, The World Bank

6 Western/Eastern KM Perspective: How different? KM Focus: Western KM: Knowledge Sharing >>> Knowledge Creation Eastern KM: Knowledge Creation >>> Knowledge Sharing Type of Knowledge to be focused: Western KM: Codified K & Tacit K (balanced) Eastern KM: Tacit K >>>>> Codified K Key Enablers: Western KM: IT Platform (repository/collaboration) Eastern KM: Physical Workspace KM is usually set as a driver of: Western KM: Improving organizational Efficiency/Effectiveness Eastern KM: Accelerating Innovation 2012 NAOKI OGIWARA, The World Bank

7 Ba as Key Concept of Japanese KM Ba, or is defined as shared context in motion, or time and space in which people interact Original meaning of Ba is place, field, or space Building quality Ba for sharing and creating knowledge has been the central focus of eastern KM Ba is usually physical one (face-to-face), but could be on virtual collaboration platform In stead of focusing on infrastructure, eastern KM often focus on how to improve the quality of Ba, interaction among people 2012 NAOKI OGIWARA, The World Bank -6-

8 2012 NAOKI OGIWARA, The World Bank Japanese Chemistry Company Case

9 Similar approach in different context: Future Centre in Europe The first FC was Built by Skandia Life Insurance in Sweden in 1996 The Centre was tied to its successful Intellectual Capital Management initiatives Created as unusual place to explore out-of-box thinking to leverage their intellectual assets (staff s brain power) Renovated a nice, old lakeside house Successfully developed many business ideas/ innovation via Future Centre 2012 NAOKI OGIWARA, The World Bank

10 Future Centre: growing trends in Europe and Asia 1995 Skandia Future Centre (Sweden) 1998 Royal Mail Innovation Lab (UK) 2000 (UK) st Future Centre in NL Future Centre initiatives in NL st International FC Summit (NL) 2006 OpenFutures European Commission nd Future Centre Summit (Italy) 2007 MindLab and Futurefocus get broader focus 2008 LEF, Dialogues House, BliQ, KDI (Japan) rd Future Centre Summit (Sweden) 2009 New initiatives in Finland, China, Saudi Arabia th Future Centre Summit (Japan) There are over 40 FCs in the world with the network of FC Alliance 2012 NAOKI OGIWARA, The World Bank

11 2012 NAOKI OGIWARA, The World Bank Dutch Government Agency Case

12 2012 NAOKI OGIWARA, The World Bank European Private Bank Case

13 Implications: Key Success Factors of the Hybrid Approach 1. Design its unique K-creation mechanics - Japanese Chemical Company: Increase the possibility of collaboration beyond boundaries - Dutch Tax Agency: Bring out staff s creativity - ABN AMRO: Bring in wild ideas of entrepreneurs and tie them to the company s core knowledge 2. Embed the K-creation process into its business model - Japanese Chemical Company: K-collaboration (beyond boundaries/with external partners) as a driver of R&D innovation - Dutch Tax Agency: Shipyard activities as a driver of generating ideas for better policies on taxes/customs - ABN AMRO: DialogueHouses activities as a part of capital investment 2012 NAOKI OGIWARA, The World Bank

14 Implications: Key Success Factors of the Hybrid Approach 3. Creative and holistic design and use of space, methodologies, facilitation, and hospitality - Japanese Chemical Company: Joint-experiment floor, K-café, Touch Zone - Dutch Tax Agency: The Brain, The Silence, The Workshop and facilitation -ABN AMRO: Pressure cooker, skybox, forum 4. Use unusual experience to drive organizational change - Japanese Chemical Company: Touch Zone workshop - Dutch Tax Agency: Workshop at Shipyard -ABN AMRO: Collaboration with entrepreneurs at DialoguesHouse 2012 NAOKI OGIWARA, The World Bank