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Guest lecture at ITU Copenhagen - on knowledge, learning and organisational change, and why it's important for companies
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APRIL 7, 2023
© PROACTIVE A/S1
Erik Korsvik Østergaard
Principal Business Consultant, ProActive A/S
Knowledge, learning – and managing organisational change
In real life!
About me
APRIL 7, 2023
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Erik Korsvik Østergaard40 years, 2 kids, marriedM.Sc., DTUDiploma in Cross-Cultural Project Management
IT strategy, Knowledge Management, social business
Principal Business Consultant, ProActive A/[email protected]
Previous: DONG Energy, NNIT, Novo Nordisk
What are we going to talk about?
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Purpose Knowledge Management
Learning and expertise
User Engagement
But …
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WHY?
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The purpose of knowledge management
Competitivenessthrough adaptability
Megatrends
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Female Shift
Silver Society
Volatile Markets
Radical Sustainability
Urbanisation
Connectivity
Globalisation
Trends impacting the way we work
MobileBy 2016,
smartphones and tablets will put power in the pockets of a billion global
consumers.
65% of companies are deploying at least one social software tool.
Social
The world’s mobileworker populationwill reach
1.3 billion—over 37% of the total workforce—by 2015.
Cloud
Millennials will make up
75% of
the American workforce by
2025
Digital content will grow
to 2.7ZB in 2012,up 48% from 2011,rocketing toward
8ZB by 2015.
Over
80%
of new apps will be distributed or deployed on clouds in 2012.
Big data
70% of businesses are either using or investigating cloud computing solutions
80% growth of unstructured data is
predicted over the
next five years.
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The purpose of knowledge management
Competitiveness on adjustment and adaption
Competitiveness on time, cost, quality
The right informationat the right time
Avoid rework, parallel work
Ensure knowledge sharing,access to competences, experience
Save time, money and resources
Ensure quality, compliance andshared understanding/standards
Ensure transparency
Enable risk management
Long-term orientation
People orientation
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Business Strategy
Why
How
What
Purpose, ambition, vision
Capabilities(adaptability, efficiency,
mobility, skills,global reach, resources etc.)
Critical Success Factors(knowledge, IT, user
engagement, adaption etc.)
IT strategy KM strategy User Engagement
The typical enterprise landscapefor information
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intranetextranet
internet
doc man systems
project management
systems
financial systems
R&D Production Sales
HR Finance
IT Comm.
Key processes
Support processesemail, text,
voicemail
business/process systems
Legal Quality
The typical enterprise landscapefor information
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R&D Production Sales
HR Finance
IT Comm.
Key processes
Support processes
CodifiedLegal Quality
Tacit
Behaviour/events
Experience
Opinion
Transactional/financial
Machine generated
People generated
Maturity and evolution of KM
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Archiving
Maintenance
Sharing
Social business
• Strategy and policies for information, e.g Record Management policy
• Shared (enterprise) information arcitechture
• Shared systems for document management and information, e.g. news
• Processes (Standard Operating Procedures), workflows og education
• Guidelines, better practice and code of conduct
• Metadata og taxonomi
• Collaborative tools for document management and sharing, blogs, wikis and discussion boards
• Updated policies and code of conduct• Competency mapping, both for employees and departments
(who can deliver which services)• Enterprise search across systems, for information and
competences
• Microblogging for communication, dialogue, and visible management
• Injection of microblogging into processes and process systems• To support discussion of the process (single loop
learning)• To improve the process (double loop learning)
• Expert systems for questions/answers• Crowdsourcing for ideation and problem solving
Social business – here is the value
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• Communication, dialogue, leadership, culture
•Transparency, trust, knowledge, direction, mind-setting
• Expert systems, serendipity
•Questions, answers, competences, crowdsourcing, ideation
• Single-loop learning,
double-loop learning•Better process support, faster process improvement
?!
Provides fast and trustworthy access to
knowledge and competences, hence
Saves timeSaves money
Improves qualityReduces errors
Minimises rework
Social business is
business enhanced by relations and interactions
User Engagement(Organisational Change Management)
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Engagement drop
Transition period
Purpose:Business case
Targets:• To minimise the transition period• To minimise the engagement drop• To realise the business case; to serve the purpose
User involvement on all leves is key to the change
Explain why - purpose and value
• Awareness of the need to change• Desire to participate and support the change• Knowledge of how to change (and what the change looks like)• Ability to implement the change on a day-to-day basis• Reinforcement to keep the change in place
Time
Productivity
User engagement – an inclusion network
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Project team
Ref group(s)
End users
User Engagement Strategy
Stakeholder mapping
Involvementplan
Communication material
Trainingmaterial
Stakeholder
Who to involve
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• Project should to a certain degree be a copy of the organisation, both in width and depth
• Three major structures• Project team• Reference group(s)• End users
• Width• Company culture• Mandate/delegation• Org/country/process
• Depth• Management anchoring• Middle-management• Employees
• Specific roles• Projects• LoB• Support processes• Corp. com.• IT• Library
CEO
R&D Production Sales
Staff
Classic Network Based (ONA)
The chain of action
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User Engagement
Critical Success Factors
Capabilities Purpose
IT strategy
Knowledge Adaptability
Closure
We talked about
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Purpose Knowledge Management
Learning and expertise
User Engagement
P: +45 82 32 32 32F: +45 82 32 32 22M: [email protected]: www.proactive.dk
ProActive A/SRosenørns Allé 1DK-1970 Frederiksberg C
ProActive A/SÅbogade 15DK-8200 Aarhus N
ProActive A/SEgelundsvej 18DK-5260 Odense
