Knowledge Management for the clusters’ success

Thought-provokingKDRIK workshop

Székesfehérvár, 2012.october 1-2.

Tibor Gyulay

Tudásmenedzsment és Innováció

IntroductionTibor Gyulay

• More than 25 years experience in organization development and training market (BME teacher, trainer, consultant, coach)

• Founder owner of POZITEAM

• Focusing on KM during the last 5 years

• Knoco Ltd. franchise partner

• Successful KM projects

• IAEA expert

• KM: competitive advantage!

POZITEAM – KNOCO HUNGARY INTRODUCTION

• 25 years experience on the field of consultancy and organization development

KNOWLEDGE MANAGEMENT!!!

• 2010: franchise contract, Knoco Ltd. (UK)

• Profile: development, implementation and operation of knowledge management systems on both organizational and national (international) level

• Wide range of KM training programs

• Our most important references:

The logical structure of the day

• Why is the KM important for clusters?

• Experience sharing (teamwork)

• Introduction to KM

• Relationship between KM and innovation

• KM in clusters

• Cluster Management’s tasks

• New community model of developing KM

• Cluster Managers’ community of practice: trying KM for their own benefit.

Why do we gather in clusters?

• Common goal• It doesn’t work alone• Cooperation with synergy:

1 + 1 > 2

It is not a content response!

What do we put together?

• Technology• Capital goods• Infrastructure• Laborforce• Connections• Lobby• Culture• …• KNOWLEDGE

What is our common capital?

How do we manage our knowledge capital?

• There is no KM strategy:– Nor at the member companies

– Neither in the cluster

• Knowledge processes?

• Technology?

• Dedicated KM performers?

• It depends on the Cluster Management– Intuitive

– Not complex

• Limited sharing

• WE DON’T EXPLOIT IT!

Do we it deliberately enough?Do we it professionally enough?

Teamwork

Introduction to Knowledge Management

Sound familiar?

• ‘I’m sure I heard someone mention that to me the other day, now who was it?’

• ‘Someone must have done this before - but who?’

• When that guy left, he took all that knowledge with him.’

• ‘It was pure luck that I met Freddy – he had just the answer I was looking for”

• ‘That went very well – how do we repeat that success?’

• ‘We made this mistake in our other office too’

If only we all knew what we all knew,…

If only we could find that knowledge when we needed it,…

If only we could never forget,…

© Minden jog fenntartva.

Knowledge and Performance

KnowledgeKnowledge PerformancePerformance

Learn

Apply

© Minden jog fenntartva.

What’s different about knowledge?DataA pressure reading, in one place, at one time

InformationData structured in such a way as to “tell you something”

Knowledge?What does this mean? What action should I take?

© Minden jog fenntartva.

Where does knowledge come from?

• Experience – Trial and error

– Trial and success

• Other People with experience• Training

• Manuals• Hardwired into systems, processes and

equipment

Tacit

Explicit

© Minden jog fenntartva.

The flow of knowledge

From...

To...

After Nonaka (1994)

People

Knowledge Bank

People Knowledge Bank

Communication Collecting

OrganisingAccessing

© Minden jog fenntartva.

Holistic model

People

TechnologyProcesses

Environment

A systematic frameworkKnowledge Bank

Communities

Knowledge Assets

People &

TeamsGoals

Learn during

Learn after

Learn before

Results $Leveraging & Using

Knowledge

The possible elements of a Knowledge Management System

• Measuring and analysing knowledge

• Rewarding knowledge sharing• Learning between projects &

Best Practice• AAR = After Action Review• Knowledge Map• CoP = Communities of

Practice• Professional knowledge

banks, databanks• Competency Management

• KM-friendly structure and culture of the organization

• Master-follower relationship (mentor, intern)

• Modern technology for cooperation

• Measuring and controlling the intellectual capital

• Knowledge Brokers• Social Applications (wiki,

blog, etc)• Storytelling

Knowledge Management and Innovation

Tibor Gyulay, POZITEAM – Knoco Hungary

The goal of this blockKM Innovation

• Gaining business results from supporting innovation with KM tools

• Unclear boundaries: KM and innovation: hand in hand!

• Must to do and to change: awareness and methodology

• Don’t complicate it over: Simple methods

• Useful ideas, tips

Relationship between Knowledge Management and Innovation

Awareness of KM growing organizational creativity.Unclearness? It doesn’t matter!

• Knowledge Performance• New Knowledge Innovation• Knowledge sharing culture• KM techniques, tools• Fitting in process• Technologies• „Reinvent the wheel"• Innovation Management as

an important knowledge

Techniques suggested by KnocoWhat is out of the training

• Business Driven Action Learning

• Action learning teams• Technical barrier

KM tools in the Innovation ProcessAwareness of KM growing organizational creativity.With simple tools

• Business Driven Action Learning• Action learning teams• Technical barrier• Knowledge Map• Knowledge sharing forums• Idea management• Communities of prectice• Talent management• Web2 technologies• Knowledge sharing culture,

motivation• Innovation as an important

knowledge content!

What if our own knowledge is not enough?We are small but flying high.

• Purchasing knowledge• Increasing resources• Industrial spying• Tinkering• Cooperation• Outsourcing• Crowdsourcing• (Open innovation)• Be innovative in Knowledge

Management too!

Knowledge Management in Clusters

Do we need this?

KM in Clusters• Is it good for the member

company?• Why does it need for the cluster?• It’s sure to be expensive.

KM developer community• What kind of tasks does the

Cluster Management have?• How can the Cluster Managers

benefit from it?• …

• Investing in the most important capital factors!

Important questions and challenges

Benefit for the member companies derived from Knowledge Management

• More efficient operating- Better decisions, faster work- Less error- Less time for searching the appropriate knowledge

• More innovative organization- Knowledge integration, creativity- Knowledge sharing culture

• Reducing the risk of losing knowledge- Awareness in managing the key knowledge and key people- Building experiences in the operation- Knowledge of the organization > knowledge of the individuals

• More committed and more motivated staff• Quick return!

Benefit for the Cluster derived from KM

• Synergy of the member companies’ knowledge- Learn from each other- Creative knowledge combinations- Inspiring knowledge sharing

• Common developments- Product,- Technology- …

• Networking relations intensify- Professional confidence- Community

• Achiving profesionally one of the cluster’s basic goals.

The community development model

• Developing a KM System is actually a big expenditure („It doesn’t work alone!”)

• Joining our forces!- Share the costs!- Put together our experiences!

• The work goes on in a developing team!

How does the developing team work? (first 6 months)

Executive informative meeting for the inquiring companies. Kick off meeting for the participants („Contracting”, getting know each

other, scheduling the program)

2 days knowledge management trainingo Conceptual basis of the KMo Own experience exercises for learning the importance of knowledge sharingo Casestudies, succes storieso Methodological guidanceo Planning KMS implementation for each organization

Regular team meeting (8-10 times) Communication, knowledge and experiance sharing (web2) Personal consultant meetings (4x2 hours) Consultant support for auditing the KM maturity of the company

by an online survey

Outputs of the 1st development stage (6 months)

Prepared, comitted „champions” Exact picture of the actual KM situation at the company

Existing strengths and developing areas of the KMS Risks of losing knowledge

Development proposal for KMS Where is it worth for intervention? How does this investment return?

Realized quick win actions, started (completed) pilot projects Demonstrable results!!!

Proposal for developing the cluster’s KM activities

The community develeloping KMS modell

1. The member company gains from the benefit of the more efficient management of knowledge capital and more mature knowledge culture

2. We can get better results in a cheaper way!

3. As a „by-product” knowledge sharing inside the cluster also gets better!

Tasks of the Cluster Management in the Knowledge Management

• Recognise the exact opportunities where KM can help to achieve the cluster’s goals.

• Agree with the member companies on the KM goals and the intergation level of the KM Systems.

• Integrate the knowledge processes into the cluster’s operation.• Build up the cluster’s knowledge sharing technology

(SharePoint?).• Determine the KM roles and prepare the members.• The implementation of the KMS for the cluster.• Bulid up a supportive and inspiring culture of knowledge sharing.• The operation and continuous development of the KMS.

Cluster Managers’ Community of PracticeHow can we benefit from the Knowledge Management personally?

• Why now do we speak about this?

• What are the Communities of Practice?

• How could the CoP of CM work?

• What can the POZITEAM – Knoco Hungary add to this?

• Next steps

The relevance of the Topic

• 13 personal interview with the organizations of the Cluster Management The proficiency level of the Cluster Management has a key role in the

success of the cluster. Great experiance has been collected during the last time. The majority would be happy if they can share their knowledge with

other Cluster Managers.• There is a very low proportion of clusters working well.• The MAG Zrt. has also recognised the neccesity of the

communication between Cluster Managers.• Teh efficiency of knowledge transfer and the sustainability of the

community can be raised by the state-of-the-art KM techniquies.

What are the Communities of Practice?

- Group of people with common professional interest

- The main target is personal learning- Knowledge transfer (personal meetings and

knowledge sharing platforms)

What can POZITEAM add to this?• Participation in the process of preparing the program, forming the

conception and buliding up the operatioanl model.• Moderator role in launhing the community – organising and moderate

the start occasion after our ‚Community launch’ training worked out especially for this purpose

• Work out the requirements on a knowledge sharing platform and support the implementation (or maybe managing the entire build-up and launch process).

• Consultative support of the operative organizer team and the core of the community (until the operation stabilizes).

• Methodological support at the knowledge sharing events or the moderation of it if it is neccesary.

• Work out the suggestions for developing the community according to the operatioanl experiences.

Next steps

• Involve the critical mass (10-12 people) in the conception.

• Work out the starting conception• Aquire the support of MAG Zrt.• Organize the launch meeting• Examine the support possibilities• Launch the communication and knowledge sharing

platform• Community launch meeting• Successful CoP